OGF AIM Course 1 Module 5

Stork Technical Services
Organisational integrity
Module 5: AM processes implementation and
execution Asset Life Cycle Activities
Chemical
Power
Oil & Gas
Jos Van der Aelst

Principal Consultant Asset Management
Jos.vanderaelst@stork.com
1 Organisational integrity 0032 499 98 61 00
Organisational Integrity
Organisational integrity can be described as knowing what are the
right things to do and doing the right things.
Organisational integrity is intrinsically linked to company culture,

human factors and processes and practices .
Plant Processes /
Systems
(asset
integrity
People
(culture &
behavior)
2 Organisational integrity
Human / organisational context
Narrow Broad
Scope & focus of
organisational
Human Acting according to a The alignment integrity
personal set of values, between what one
integrity beliefs and principals does and one says in oil & gas
Integrated, consistent
No corruption approaches and
Organisational Code of conduct
behaviours driven Business context
knowing what are
integrity Compliance the right things to do
management and doing the right Narrow Broad
things
Risk related to the

operation and All business risks (e.g.
Risk management of oil & financial, commercial,
context gas ASSETS and competitors, )
facilities
The scope & focus
Asset delivery
AM goals Safety, health,
output
environmental Expenditures / costs
Innovations
Organisational Integrity - Modules
Asset Management (AM)
Module 1 Module 2
Introduction AM &
Risk Management
Module 4
Organisational capabilities
Module 3
AM Policy & AM
AM Processes AM People AM Means
Strategy Organisation
Module 5
Asset Activity Cycle
Design,
Concept & Operate &
purchase & Delivery Dismantling
Business case Maintain
construction
Module 5: AM Processes Implementation and
Organisational integrity throughout the Asset Life Cycle
Concept & Business case
Design, purchase and construction
Delivery / commissioning
Operate & Maintain
Improve & Modify
Dismantling
Information integrity
Organisational integrity review processes
Responsibilities and authorities in organisational structure
AM system & Asset Life Cycle activities
Specific integrity attention points / ALC
Concept & Design, Operations & Improving / Decommissioni
Business case purchase, Maintenance modification ng/ dismantle
construction &
commissioning
Governance
Riks Mngt
Policy &
strategy
AM concept
AM plans
Service
providing
AM
Performances
AM Analyis &
improvements
Organisation
People
AM Means
construction &
commissioning
Overall concept & business case in function of:

Derived from corporate strategy / stakeholders Investment
Market position strategy Profit
Customer value strategy
Product strategy
Capacity strategy
Financial strategy, environmental strategy,
Derived from Asset Management strategy Risk profil
Optimisation strategy
integrity/reliability/cost/
End of life or life time extension strategy
construction &
commissioning
Design in function of (life time approach requirements):

Supply chain requirements (customer view)
capacity / flexibility / delivery
Integrity requirements
Safety, Security, Health & environmental
Reliability requirements
Output, Input losses Define for each
element performance
Operations & maintenance requirements
standards
Operability, maintainability, testability comparison of options
Decommissioning requirements
Life time requirements
Expenditures
Life Cycle Cost approach Total Cost of Ownership
construction &
commissioning
Asset
Concept &
Life Cycle Cost Business Case
activity
cycle
Design, purchase,
construction
Supply chain cycle

Delivery
+
Manufacture
Inbound Outbound
Suppliers Safety Customer
logistics Environmental
Operate logistics
& maintain
Dismantling
construction &
commissioning
Integrate in design (engineering concept) the intrinsic (build in)

of:
Reliability /
- Integrity Integrity
Design Reliability/ Integrity

- Reliability Hand over
Reliability /
- Maintainability integrity
- Operability
Redesign
- Testability making assembly Installation

parts parts
- Rebuild capability / flexibility
- Energy costs / consumption
- Life cycle
construction &
commissioning
Integrity requirements
Safety, Security, Health & environmental
Set performance standards for the main asset and organisational integrity
barriers
Perform integrity studies in design (HAZID, HAZOP)
Include in the design phase already the required conditions for the
organisational integrity barriers and implement & install these already before
the phase of operate & maintain
construction &
commissioning
Measurements helping organisational integrity in the operate and

maintain phase
Simplicity
Normalisation and standardisation
Accessibility
Possibility to remove (demountable)
Preventing human errors
Foreseeing the possibility to determine conditions
Manuals
Environmental conditions
Example of preparation the maintenance
function during the design phase
Concept & Design, purchase, construction & Operations & Improving / Disman
Business case commissioning Maintenance modification tle
construction &
commissioning
All the asset and organisational integrity barriers should be

implemented, maintained & monitored
Asset related
Inspections, controls, verifications, testing of assets and barriers
Maintenance repairs, renewals
Operations within operation window
Organisational related
Policy & strategy e.g. monitoring & review programs
Processes e.g. work clearance management, information integrity
Organisation e.g. organisational fit check
People e.g. competence, awareness, leadership, ..
Means e.g. integrity facilities check
construction &
commissioning
Assets and the way of operation must be continually improved !!!
But it has to be a managed process including the assessment and

management of all integrity related risks
Management of Change process
Operational window changes
Product / process changes
Asset modifications
Maintenance / operations modifications (e.g. change preventive
program)
Changes in technology or systems
Changes in standards,
construction &
commissioning
But also changes related to the whole AM system (organisational

integrity);
Revised organisational structure, roles and responsibilities
Revised AM-strategy, objectives or plans
Revised processes or procedures for AM-activities
Introduction of new people
Introduction of new contractors or suppliers
construction &
commissioning
The asset and organisational integrity has to be guaranteed during

and after the dismantling of the Assets
The normal integrity barriers may be eliminated or changed

Asset integrity dismantling barriers (e.g. fire detections)
Other processes e.g. work order management
Other organisation e.g. subcontractors
Other people e.g. other skills or experience
Other means e.g. dismantling devices
A complete risk assessment and management plan needs to be in
place (other hazards, other barriers)
Operate & Maintain
Improve & Modify
Dismantling
The integrity of the information is crucial in order to assure asset
and organisational integrity !!!
Integrate data and documentation requirements in Management of
Change !!!
Data and documentation are basis for:
Decision making processes Asset register
service delivery functions
Working safely physical properties
technical data
Resolving problems
safety and integrity data
Learning and training, key operational data
maintenance data
Information must be: performance records
financial information
Complete
Up to date
Accessible
Operate & Maintain
Improve & Modify
Dismantling
(AM) Integrity performance
Key Performance Indicators (e.g. staff competence)
Condition monitoring (e.g. always use of right procedures)
Integrity barriers verifications (e.g. test the contingency procedures)
Audits (e.g. identifying areas for improvement)
Analysis & improvements
Improvement loops
Failure, incidents, non conformity and compliance analysis
Return of experience / lessons learned
Benchmarking
Information publishing
Management review
Check
Operate & Maintain
Improve & Modify
Dismantling
Responsibilities and authorities in
organisational structure
The core of organizing: division and allocation of tasks, responsibilities &
authorisations and the way of gearing the tasks to one another
(coordinating the tasks)
Do-task
Managerial task (manage, control, governance)
The organisational structure must guarantee that;

Responsibilities and authorities related to organisational integrity
requirements are clear
Commitment and personal accountability for integrity is embedded in
structure
Every one is actively involved in the integrity process
Responsibility &
accountability Role
set of tasks (functional description) relating
to one step in the business process
Position
combination of roles executed by one person
Organisational structure
how positions relate to each other
Staffing
assignment of people to positions / roles (in
case more than one person is needed for
capacity need of the role
Communication
Exchange of information = absolute
necessity to get a working organisation
R Responsible (responsible for obtaining the agreed result)

A Accountable (person to whom R must give justification)
S Support (actively support R)
C Consult (R has to consult C before taking a decision)
I Inform (I must be informed)
Integrity in organisation
Complete coverage of organisational integrity
All integrity processes and activities needs to be linked to a position
with the right authorities and responsibilities
The number of staff must be sufficient to execute the processes and
activities
The integrity information and improvement chain must be
organised
Improvement loops
Third party service needs to be involved in the organisational
integrity
And
last but not least another requirement for
the integrity of the organisation
The human integrity is influencing the organisational integrity and
vice versa
Casting of staff (right staff on the right place)

Evaluations & appraisals
Training, awareness,
Take care of wear out of the organisation

Organisational integrity in oil & gas
Oil & gas operators are facing a complex portfolio of risks related to
the operations and management of their assets and facilities.
They are committed to deliver excellent safety, health &

environmental performance, while being profitable.
The key performance success factor is:
Realising outstanding
asset & organisational integrity

OGF AIM Course 1 Module 5

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

OGF AIM Course 1 Module 5

Uploaded by

Copyright:

Available Formats

Stork Technical Services

Oil & Gas

Jos Van der Aelst

Organisational integrity is intrinsically linked to company culture,

Risk related to the

Asset Activity Cycle

Responsibilities and authorities in organisational structure

Overall concept & business case in function of:

Design in function of (life time approach requirements):

Supply chain cycle

Integrate in design (engineering concept) the intrinsic (build in)

Design Reliability/ Integrity

- Testability making assembly Installation

- Energy costs / consumption

Measurements helping organisational integrity in the operate and

All the asset and organisational integrity barriers should be

Assets and the way of operation must be continually improved !!!

But it has to be a managed process including the assessment and

But also changes related to the whole AM system (organisational

Revised organisational structure, roles and responsibilities

Revised AM-strategy, objectives or plans

Revised processes or procedures for AM-activities

Introduction of new people

Introduction of new contractors or suppliers

The asset and organisational integrity has to be guaranteed during

The normal integrity barriers may be eliminated or changed

Responsibilities and authorities in organisational structure

Responsibilities and authorities in organisational structure

Responsibilities and authorities in organisational structure

The organisational structure must guarantee that;

R Responsible (responsible for obtaining the agreed result)

Casting of staff (right staff on the right place)

Take care of wear out of the organisation

They are committed to deliver excellent safety, health &

The key performance success factor is:

You might also like