PERFORMANCE IMPROVEMENT CONSULTING Phil Millette In … · 2017-10-09 · PERFORMANCE IMPROVEMENT...

In Refining and Petrochemical Plants

PERFORMANCE IMPROVEMENT CONSULTINGPhil Millette

28 September 2017

Honeywell Proprietary - © 2017 by Honeywell International Inc. All rights reserved.

Agenda• How to approach consulting in process plants• Cascade of consulting engagements

- Benchmarking & strategic consulting Key subjects

- Greenfield consulting- KPI Consulting- OEE – Reliability consulting- Operations Mgmt/ Excellence / Alarm mgmt- ORCA- HMI Consulting- Change Mgmt- Competency Mgmt- Process Safety Consultancy

• Proof of Concept approach - Process & Asset Performance- Examples


Sound

Practical

Supportable

Domain appropriate

• All aspects need to be addressed for the successful consulting

• Too much focus on one aspect detracts from that achievable success

• Need to achieve a balance in order to achieve success

• Not solely technology success

• BUT Success-in-use to the operating facility

Consulting Challenges for Process Plants


Sound:

Practical

Supportable

Domain appropriate

• Methodology applicable at different levels of detail

• “right” level of approach –formal versus anecdotal

• To level of interest

If Emphasis on Sound – Driven by the Methodology


Sound

Practical

Supportable

Domain appropriate

• Proven• By Experienced provider• Reliant on known practices –

skills available• Time Usage in busy plants• Using available facilities

Consulting Must be Practical


Sound

Practical

Supportable

Domain appropriate

• Domain-relevant• Process-relevant• Function-relevant

• Completeness of coverage• Key functions covered• Open to include cross-

function domain effects• Provider’s expertise is evident• Best practices are apparent• Change Mgmt - adoption

Consulting Must be Domain Appropriate


Sound

Practical

Supportable

Domain appropriate

• Facility success depends on it.• Sets possible project or opex spend direction

• Geographical location – are skills available• System skills versus domain skills• Not purely driven to solution sales• Training, coaching

Consulting Output Must be Supportable


Sound

Practical

Supportable

Domain appropriate

• Other critical elements suffer• May not be domain appropriate• May not be practically doable• May not be appropriately

supportable

If Driven Purely by ‘big’ Methodology


PEOPLE

Key Challenge: Right Decisions at the Right Time:Focused Expertise Needed for Process Industry

ASSETS

PROCESS

PRODUCTION

Need to continually track movement of materialthrough the plant. Need to easily compare planned vs. actual and raw vs. reconciledproduction.

Control systems must be optimized for maximum performance. People need smarter tools to enable them to manage the process more efficiently.

Many assets across multiple locations must run reliably and at highest capacity, optimized against maintenance costs.

People in multiple departments and roles making key decisions.Decisions impact people & plans in other departments.People need accurate information in contextto make informed decisions.

INFORMEDDECISION-MAKING

SUPPLY CHAIN &PRODUCTION MANAGEMENT

OPERATIONSOPTIMISATION

ASSETEFFECTIVENESS


Benchmarking & Assessments Initial DiscoverySolution WorkshopTargeted Consulting EngagementPrototype/POC DesignProgram Deployment Oversight

Consulting Methodology & Engagement Types


Assessment team

Update & implement

Automation Plan

Identify Opportunities

Business Vision

Assess Current

Situation

People & Information

Plant Information

Business goals

Investments database

Current projects

ASM consortium knowledge

Plant model Functional map

Resource & maintenance

data

Plant Information

In-house resources

Solution & Benefits

catalogue

Industry TrendsStrengths/Weak

nesses

Vertical Market

Template

Benchmark Information

Automation Performance

Technology Trends

Change Management

Measure Performance

Business goals

AS-IS benchmark

TO-BE map

Solution capability

Vertical Market knowledge

Organisation Structure

Honeywell

Automation Consulting – Cascade of Possibilities

Issue-specific

engagement

Pain Points

Proof of Concept

Structured rollout

Domain knowledge

Prior experience

Specific Methodologies

Customer


• Planning• Scheduling• Operations Management• Process Operations• Offsites Operations• Maintenance• Reliability / process & assets surveillance• Laboratory• Offline Plant Optimization/Simulation• Production Accounting• Safety, Health and Environmental• Engineering and Technical• Performance Monitoring – KPI’s• Control and Instrumentation• APC and Optimization• Information Systems• Practices and Architecture• Organization and Business• Business Incentives• Business Process Efficiency

Business IncentivesTechnology Organization Business

Processes

Safety

Environmental

Reliability

Gross Margin Improvement

Cost Control

Integrity

Functions / Applications

Benchmarking - Functional Areas/Systems

700 750 800 850 900 950 1000 1050 1100

Productive Use

Technology

Automation

Integration

Overall (Weighted)

Low Pacesetter

High Pacesetter

Maximum Possible

931

934

914

925

928

810

972

1 080

Score Summary

5554

4654

5351

5351

5653

5254

5151

4650

5352

5547

4648

5247

5453

5454

5054

4851

4650

5352

5449

4748

5345

5457

5454

5054

5451

4650

5352

5550

5250

5346

5255

5454

5355

4951

4653

5352

0 50 100 150 200

Supply Planning Scheduling

Operations FunctionsOff-sites Operations

MaintenanceLaboratory

Offline Plant Optimization/SimulationProduction Accounting

Safety, Health, Environmental, and FireEngineering and Technical Systems

Performance Monitoring Control & Instrumentation

Advanced Control and OptimizationInformation Systems

Practices and ArchitectureOrganization & Business

Business IncentivesBusiness Process Efficiency

Technology

Automation

Integration

Productive Use

Manufacturing Excellence AssessmentAREAS OF OPPORTUNITY

020406080

100Defining & Preparing

Planning & Scheduling

Basic automation

IT infrastructure

Operational Integrity

Safety, Security, EnvironmentAsset effectiveness

Production effectiveness

Operator effectiveness

performance analysis

Quality Management


Process Readiness: MAC/TSI FEED Ensures Fit for Purpose Infrastructure Supports OR/BR

OR Consulting: Identifies Operations’ Work Processes

BR Consulting: Identifies Business Processes

Greenfield Consulting – Day ONE Readiness

Operations To Business Integration Production Operations Safety & Security Maintenance & Reliability Facilities & ConstructionHistorian Alarm Management Gas Detection Corrosion Asset TrackingOperations Management Automated Procedural Operations H2S Detections & Monitoring Vehicles Production Planning/Scheduling Mobile Operations Explosibility Management Equipment LIMS Maint. Work Order Entry Personnel Tracking/Personal Gas Detectors Equipment Run Time Networks & Telecommunication Production Reporting & Accounting Mobile DCS Fire Detection & Suppression Plant Asset Management Constructions PhaseOperating Instructions Handhelds for field rounds Process Maintenance Management System (MMS) Operations PhaseShift Hand-Off Integrated Control Safety System (ICSS) Non-Process Parts Management and Warehousing Construction CampsERP Integration Remote Operations Mustering Condition Monitoring System (CMS) Permanent CampMaterial Replenishment Planning (MRP) Process Simulation Video Equipment Health Monitoring (EHM) Lay-down Yard

Training Process Field Device Management (FDM) Warehouses Operator Training Simulator Security Electrical Diagnostics HVAC Virtual Reality Scenarios Access Control Documentation/Information Asset Management (IAM) Modular Buildings Skills Assessment Plant Drawings Graphic Building Well Pads ProceduresSulfur Terminal Automation Sulfur Terminal Management of ChangeAdvanced Process Control & Optimization (APCO) Payroll/HR Integration MSDSField Real Time Optimization (RTO) Perimeter Security Systems Well Testing/Metering Cameras Networks Integrated Field Modeling (IFM) Radar Databases Slug Management Microwave Project to Ops HandoverPipeline Operations Fence Line Calibration Leak Detection Emergency Response TrainingControl Operator Ergonomics & Interaction Documentation for Safety Shutdown Testing Loop TuningCommissioning Public Address Systems Configuration1st Year Operations Support Operator to Operator Communication System Maintenance

Document Management SecurityWork PermittingRemote Support

Occ

upat

iona

l Saf

ety

Proc

ess

Safe

tyPr

oces

s Sa

fety

Regu

lato

ry C

ompl

ianc

e

Info

rmat

ion

Man

agem

ent

Ope

ratio

ns M

anag

emen

t

Adva

nced

Ala

rm M

anag

emen

t

Asse

t Man

agem

ent

Ope

rato

rs T

rain

ing

Sim

ulat

ors

APC

(Ear

ly Ev

ent D

etec

tion)

Inte

llatra

cO

ne W

irele

ssPr

oced

ural

Ope

ratio

nsAl

arm

Per

form

ance

Ass

essm

ent

Alar

m P

hilo

soph

y W

orks

hop

Alar

m R

atio

naliz

atio

n Se

rvice

Boun

dary

Ass

essm

ent

Benc

hmar

king

/ Gap

Ana

lysis

Proc

edur

al C

onsu

lting

Bene

fit A

nalys

is (s

ite A

dult)

Valu

e Au

dit

Business Drivers Solution Layout Service LayoutCustomer OpportunitiesX Accident Avooidence X X X X X X XX X Downtime Avoidence X X X XX X Loss Prevention X X X X X X X X X Asset Reilability X X X X X

X Boundary Management X X XX Emission Compliance X X X X

X Procedural Management X X X X X XX X Operators Training X X X

X Simulation (Training & validation) XX X X Alarm Rationalization X X X X X

X Alarm Performance Management X X X X XX X X X X Early Process upset Identification X X X X X

X Increase Process Repeatability X X XX Operators data errors X X X

X X X X X Improve Emergency Response X X X X X X X XX X X Auditability X X X

X Safe Profitability X X X X X X X X XX Abnormal Situation Management X X X X X X

Business Drivers Solution Layout Service Layout

Process Readiness

OperationalReadiness

BusinessReadiness


Targeted Consulting Engagements

13


KPI Consultancy

GOALS

OBJECTIVES

LIMITS

KPIS

STRATEGIES

Business Goals

How to reach business goals

What has to be done well to reach goals

What has to be measured to monitor objectives

What are the limits of the measurements

DATA How to ensure quality of measurements

ACTIONS What happens if KPI is out of limits

FinancialCustomerProcesses

Org. Growth

BetterFaster

Cheaper

MISSION

•Align program objectives with enterprise mission•Understand KPIs at function level


KPI Consultancy15


25Downtime LossRun Rate Loss1st Time Prime Loss

20 Actual Through-put

Max / yr

15

10 Act / yr

OPE=11/18

5 61%

Unit C

MM

kilo

s /Y

r

OEE Consultancy

What are the outcomes?1. Determine OEE and classify the Issues

2. Max Potential Rate is determined

3. Pareto key business opportunitiesa. $ Op Margin per 1% OEEb. $ Maintenance for OEE eventsc. $ Yield loss for OEE events

4. Basis for determining / justifying TacticalProjects and future Strategic Plans to grow OEE.

• Enables jump start to grow OEE without waiting for data to accumulate

5. Basis for prioritizing limited $$ funding and professional resources

6. Basis for modeling the new system for OEE data collection and analysis

7. Timetablea. ~4 wks prior to workshop, data

gatheringb. ~2 days for on-site workshop

depending on complexity


OEE & Maintenance Process Overview

AssetManagement

Proactive Reliability

Maintenance Execution ProcessCMMS, Asset Ledger hierarchy

Day-to-day Work Identification,Work Prioritization

Planning, Materials procurement, Plant Stores management

PM workis priority

Work permits, Work execution

Record job reliability data, Close work order

Manage KPIs, Audit work process,

Manage Change

Apply RCM to top 5% critical equipment

OEE Gap Analysis, Equip Criticality Analysis

Apply Reliability Strategiesto balance of critical equipment• Condition Monitoring• Preventive Maintenance• Operator Driven Reliability and TPM

Validate Crafts Competencies

OEE Optimized Maintenance

Manage KPIs,• Audit Compliance

• Manage deficiencies• Root Cause Analysis

Apply RBI to corrosion / erosion and vessel statutory

Operations Coordination, Backlog Mgmt, Scheduling


Operating Excellence Review – Alarm & Operations Mgmt18

• METHOD1 – Classic• METHOD2 – Remote• METHOD3 – Most Frequent• METHOD4 – Survey• METHOD5 – Operator Assist• METHOD6 – Using Classes• OTHER – Consequential Analysis

EEMUA target


ORCA – Operator Responsibility & Complexity Analysis

Scenario 1: Expanded, no new CR

Access P/L As -Is

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Operator Role Complexity Attainment = (4-Score)/3

Posi

tion

Scor

e

ORCA Score - Customer

Q1

Q2

Q3

Q4

Higher risk of operator overload during abnormal situations

Low productivity -operator could handle larger span of control

- ORCA Outcome -• Ensure Operators can make better decisions faster- Evaluate 5 Areas & 16 Attributes that control

an operator’s performance- Rank these based on impact on site- Assess performance- Make recommendations to improve Operator

Performance - Assist in defining an improved “Can-Be” (i.e.

future) state- Build a roadmap to achieve the “Can-Be” State

• Considering various upgrade scenarios

• Set of recommendations- Improve Control Safety & Security- Improve Alarm Management- Improve Visual Display

- Business Driver -


HMI Consulting – Human Factors / ASM• Interaction Requirements Analysis (IRA)

workshop performed for each process unit• Console Operator Span of Control and Asset

Hierarchy• Display Hierarchy and Operational

workspace• L1 display definitions, KPIs and Critical

parameters• L2 display interaction requirements and

critical loops• Abnormal situation management

requirements• Scope for Operator Training• Scope for Procedural Automation• Scope for Process Optimization


Change Enablement Consulting

Define Change

Build Roadmap

Communicate & Engage

Align & Enable

Monitor & Sustain

Guiding CoalitionSense of UrgencyCreate Vision

Compelling StoryMessaging/ChannelsEmployee Participation

Impact AssessmentExecution Plans

MeasurementsContinuous Improvement

Reinforcing MechanismsTraining & DevAccess Expertise

Successful change programs drive the organization to the

new situation quickly, efficiently and

effectively with the least disruption and at

lowest cost


12 competencies 46 behavioral indicatorsConsole

7competencies 16 behavioral indicatorsFoundation

10 competencies 37 behavioral indicators Core

Competency Management Consulting


servicesComplementary Consulting & Lifecycle support

IEC 61511 Safety Consulting

Pre-assessment

Hazard and risk analysis

Allocation ofsafety functions

to protection layers

Design andengineering of

safety instrumented system

Installation, commissioningand validation

Operation and maintenance

Modification

Decommissioning

Design anddevelopment

of other meansof risk reduction

Safety requirementsspecification for the

safety instrumented system Managementof functionalsafety andfunctional

safetyassessmentand auditing

Safetylife-cyclestructure

andplanning

Verification

10 11

5

6

7

8

4

3

1

2

9

Compliance assessment and TÜV certification

Training&

Tools

\Over protected! No change

Under protected!

Basic Process Control Systems Non-safety Process alarms

Operator Supervision

PREVENTION

Safety Critical Process AlarmsSafety Instrumented Systems

MITIGATIONMechanical Mitigation Systems

Fire and Gas Systems

PLANT EMERGENCY RESPONSE

COMMUNITY EMERGENCY RESPONSE

Process Design


Fire & Gas Consulting

Consultation & FEED• Analysis and Risk Assessment• Recommendation on Type,

quantities and locations of F&G devices

• Support in F&G specifications• Site Survey and inspections• Following Codes &

Standards

Design & Engineering• Basic Design• Detailed Design• Engineering


Cyber Security Consulting

The First Step to Security Is Understanding the Current Environment

Customer problems solved/needs addressed:– Identifying and prioritizing the biggest risks– Meeting industry/government regulations and

guidelines– Finding which systems and devices are the most

exposed, and the most vulnerable– Prioritizing cyber security efforts for the maximum

return

Honeywell Offerings:– Network Assessment– Wireless Assessment– Security Assessment SAL2 (coincidental & intentional

attacks using simple means)– Security Assessment SAL3 (targeted attacks using

sophisticated means)– Compliance Assessments & Reports

Assessments& Audits

Architecture & Design

NetworkSecurity

EndpointProtection

SituationalAwareness

TECHNOLOGY

Response& Recovery


Energy Management Consulting • Study one of more aspects:- Production- Consumption- Forecasting- Data sources, cleansing, usage- Optimization potential

• Capture possible opportunities• Analytics proof of concept

Structuring elements to ISO 50001


• Proof Of Concept Approach- process reliability & Analytics Workshop- Best Practice


Proof of Concept - Workshop Process – Analytics Example

Finding the right candidates to show value

28

Functional Session Interview

Functional Session Primer

Functional Session Generate

Ideas

Functional Session elaborate

ideas

Functional Session Top 4 Opportunities

POC Opportunity review

POC Opportunity evaluate

POC Select POC Planning

Workshop read out

Honeywell data strategy

What Data analytics can solve

Customer Candidates

Customer Valuable Business Challenge


Idea Generation Workshop (recent example)• 140 ideas generated• Moneyball

- visualization/ report to understand why target are not met- production loss vs bad actors reasons by cost and frequency- daily tracking of in conformance PONC against targets visible to operations- $ amounts vs target off- better tracking of target deltas and why- Manage economics target as we manage limits / boundaries (operating

windows)- production planning : Analytics to monitor GAPS in target attainment- I would easily know $$ impact of abnormal situation or event

• Cracked up- Coke Drum cracks

• Risky Business- Reduce uncertainty of probability- Maximize Risk reduction- Easy way to better estimate the probability of failure/risk part of the risk score- develop better understanding of larger term failure - big ticket long term - I would never have unpredicted events or misunderstood events the data would

tell • I-robot

- automate repetitive task - let machine do what they do well- faster engineering analysis- retrospective automated causal analysis of events and upsets - automate problem identification gives more time for solution

• Minecraft- Mine MTA Bad actor- Mine MVA DB for high impact items and link to root cause automate this- Correlation based first principle

• Sensing- Early identification of control hardware problem- be able to tell when a transmitter gives false reading based on disagreement

with other indication- plant data transmitter vs correlated process variable- Understand instrumentation contribution

• Crystal Ball- CGH gasoline key parameter understanding Octane destruction vs temp., H2

PP vs S & Feed quality: what is going on main Fractionation, trade off effect on downstream

- Build catalyst deactivation model for predictive maintenance- Predictive analysis for slope of deactivation- visualize catalyst deactivation- HCU cloud pt prediction and control- Projected / predicted - CCU exchanger proactive monitoring of Fouling - Improve ability reverse production impacts


Process Plant Data Analytics / Performance Consulting30

Graphic from “Big Data Industry Insights”, Lisa Kart, Gartner webinar, 2015.

• The goal of analytics is to provide information for improved decisions and actions for economic benefit.

• Note that maximizing automation and minimizing human input are not always the goals → analytics should be suited to the use case.

• Key Questions:1. What is the underlying business issue and

value to the customer?In terms of Question, Decision, and Action

2. What data do you need in order to answer the question? Which data do we have? What new do we need?

3. How will you use the answer?Insight only? Part of a business workflow?

Complexity

POC selection / evaluationValue

Impact-Financial-Permit to operate (Other KPI)

Time to ValueStrategic Fit (scaling up)

ExecutionTechnical Complexity

Number of data sourcesAnalytics techniques used

Execution/Adoption Complexity Can the analytic be deployed and How?


Performance Improvement via Analytics - Best PracticesProof of Concept Approach

• Key to success is to have a well defined scope & desired outcome- Need to have answers to the 3 questions

• Data analytics projects are often underestimated. - Start with a reasonable impact but low complexity candidate

• Outcome data is very important, but is also sometimes overlooked. E.g. if we want to mine data and train models for faults, then the time & cause of faults must be present in the historical data.

• Complexity increases with the number of data sources integrated.• A good project will consist of a Honeywell SME(s), data analytics expert(s), and a site SME(s).

Facilitation is important.• Domain knowledge and amount of data are complementary.

- If you have only a handful of outcome events (eg asset failures) then you need to incorporate human insight.• Plan that ~80% of the project is spent wrangling data and ~20% on the analytics.• Especially for larger projects – take an iterative approach.

- Discover quickly whether question is feasible. If not then stop or pivot.

31


Proof of Concept Approach• Candidate name – recent example

- Reliability CGH Temp control -> loss of reaction CCU riser vs gas octane Pentanes in n-butane - Alky c4/c5 splitter, DIP Predict j-98 compressor decline Spent acid alky / acid demand prediction Furnace flooding Reformer H2/Oil Transmitter correlation flow

Deliver an analytics model that will predict likelihood of fuel flooding in furnace 20 minutes prior to event occurring in order to reduce incidents of furnace shutdown, lost production time, and equipment damage

• 1-3 furnaces in Refinery facility

Object ive

Scope

Key Del iverab lesAggregated DatasetDataset to be used as the foundation for predictive modeling solutions:• Cleansed and profiled dataset containing all of the historical data

used in modeling• Data exploration report, listing data sources, linkages and ETL

transformationsAnalytical Models• Description of techniques, key variables, performance and actual

code – for generating predictions• Predictions addressing the chosen use caseData Visualization• Appropriate visualizations of data describing insights per chosen use

cases• Output of analytical modeling demonstrating predictions in format

that can be imbedded in current Shell workflowWorkflow Integration• A high-level roll-out plan for operationalizing and scaling the

solution

• Sample candidates:- Visual Analytics for Condition

Monitoring- Visual Exploratory Analytics


Proof of Concept Approach: Fuel Flooding 33

Develop a deep understanding of the relevant data sources, including:• Relevant data

sources, including fuel/gas data, pressure data, alarm data, sensor data, operational data, repair data

• Current workflow, including data gathering, monitoring and intervention

• Measure the completeness and veracity of each source

• Develop rules for handling missing, incomplete, and uncertain data

• Identify or construct unique keys to link data sets

• Load data and conduct statistical quality checks

Build the Data Ecosystem

Create independent variables using the data ecosystem.• The variables will

include raw information, such as fuel/gas data, pressure data, sensor data

• Continue building new variables with feedback from customer and as modeling develops

Engineer Variables for

ModelingCreate data visualization of data ecosystem to visualize insights from data profiling• Explore initial

insights from data profiling

• Present and discuss findings with customer to help shape analytical modeling

Create Data Visualization

Employ one or more class of analytical models to build new, machine-generated alerts:• Identify the target• Choose analytical

technique(s)• Conduct variable

selection to choose the most predictive variables

• Iteratively train and evaluate the models on the training and test sets

Create and Train Analytical

Models Develop a high-level work plan for expanding and operationalizing the results of the project:• Operationalizing

data aggregation, model refresh, etc.

• Deploying machine-generated predictive scoring into current customer workflow

Develop High-Level Roll-Out

Plan

Identify Existing Data Sources

Engagement begins with a face-to-face kick-off meeting to align on project approach

PERFORMANCE IMPROVEMENT CONSULTING Phil Millette In … · 2017-10-09 · PERFORMANCE IMPROVEMENT...

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Transcript of PERFORMANCE IMPROVEMENT CONSULTING Phil Millette In … · 2017-10-09 · PERFORMANCE IMPROVEMENT...