Professional Documents
Culture Documents
1 1
Agenda
1 HISTORY
2 INTRODUCTION
3 BASIC CONCEPTDS
2 Asset Integrity
Oceaneering International Inc.
History
• Founded in 1964
• Listed on NYSE (New York Stock
Exchange)
• 67 locations in 21 Countries
• Approximately 8200
Employees
• More than $1,9 billion yearly
revenue (NOK 11 mrd) (2010)
• Operate from 7500 msw
• through to outer Space
3 Asset Integrity
Oceaneering International Inc.
12%
12% 35%
ROV
Subsea Products
13%
Subsea Projects
Inspection
29%
Advanced Technologies
4 Asset Integrity
Oceaneering International Inc.
INTRODUCTION
Mechanical Failure
Operational Error
Process Upset
Natural Hazard
Design Error
Sabotage/Arson
Others/Unknown
0 10 20 30 40 50
Percent of Losses
5
Oceaneering International Inc.
INTRODUCTION
Piping Systems
Tanks
Reactors
Drums
Pumps/Compressors
Heat Exchangers
Towers
Heaters/Boilers
Others/Unknown
0 5 10 15 20 25 30 35
Percent of Losses
6
Oceaneering International Inc.
INTRODUCTION
BILLIONS OF DOLLARS
Cost
Number of Losses
80 4
60 3
40 2
20 1
0 0
1962-71 1972-81 1982-91
7
Oceaneering International Inc.
INTRODUCTION
Mitigation
Activity
8
Oceaneering International Inc.
1 INTRODUCTION
9
Oceaneering International Inc.
INTRODUCTION
Mitigation Mitigation
Probability of Failure
Activity Activity
10
Oceaneering International Inc.
BASIC CONCEPTSDefinition - Risk (1)
Probability Consequences
Risk = of Failure x of Failure
11
Oceaneering International Inc.
BASIC CONCEPTS
RBI Definition
API 580:
12
Oceaneering International Inc.
Risk-Based Inspection (RBI)
Assessing inspection
When to inspect
intervals
13
Oceaneering International Inc.
Risk-Based Inspection (RBI)
Management of Risk
14
Oceaneering International Inc.
Risk-Based Inspection (RBI)
15
Oceaneering International Inc.
Risk-Based Inspection (RBI)
API Referenced Publications
16
Oceaneering International Inc.
Risk-Based Inspection (RBI)
17
Oceaneering International Inc.
Risk-Based Inspection (RBI) Difference Between API 580 and 581
18
Oceaneering International Inc.
Risk-Based Inspection (RBI)
Other Methodologies
There are several methodologies for RBI, such as:
BP North Sea Site Technical Practice (STP) NSSPU-GP 06-10-4
This methodology used to carry out the Risk Based Inspection (RBI) for
process pressure vessels, pressure storage vessels, pipework and non-
pressure vessels.
19
Oceaneering International Inc.
Risk-Based Inspection (RBI)
20
Oceaneering International Inc.
Risk-Based Inspection (RBI)
Continuum of RBI Approaches
High
Detail of
Engineering
Analysis
LOW
Qualitative Quantitative
Semi-quantitative
21
Oceaneering International Inc.
Risk-Based Inspection (RBI)
RISK-BASED INSPECTION PLANNING PROCESS
22
Oceaneering International Inc.
Risk-Based Inspection (RBI)
RBI Data Needs
Typical data needed for an RBI analysis may include but is not limited to:
a) type of equipment;
b) materials of construction;
c) inspection, repair and replacement records;
d) process fluid compositions;
e) inventory of fluids;
f) operating conditions;
g) safety systems;
h) detection systems;
i) damage mechanisms, rates, and severity;
j) personnel densities;
k) coating, cladding, and insulation data;
l) business interruption cost;
m) equipment replacement costs;
n) environmental remediation costs.
23
Oceaneering International Inc.
Risk-Based Inspection (RBI)
RISK-BASED INSPECTION PLANNING PROCESS
24
Oceaneering International Inc.
Risk-Based Inspection (RBI)
Assessing Consequences of Failure
Estimate the consequences of a failure from equipment items considering such factors as
physical properties of the contained material, its toxicity and flammability, type of release
and release duration, weather conditions and dispersion of the released contents, escalation
effects, and mitigation actions. Consider the impact on plant personnel and equipment,
population in the nearby communities, and the environment. Lost production, loss of raw
material and other losses should also be considered. Several credible consequence
scenarios may result from a single failure mode (release) and consequences should be
determined by constructing one or more scenarios to describe a credible series of events
following the initial failure. For example, a failure may be a small hole resulting from general
corrosion. If the contained fluid is flammable, the consequence scenarios could include:
small release without ignition, small release with ignition and small release with ignition and
subsequent catastrophic failure (rupture) of the equipment item.
25
Oceaneering International Inc.
Risk-Based Inspection (RBI)
RISK-BASED INSPECTION PLANNING PROCESS
26
Oceaneering International Inc.
Risk-Based Inspection (RBI)
Assessing Probability of Failure (POF)
The POF analysis should address all damage mechanisms to which the equipment being
studied is or can be susceptible. Further, it should address the situation where equipment is
or can be susceptible to multiple damage mechanisms (e.g. thinning and creep). The
analysis should be credible, repeatable and documented.
Regardless of whether a more qualitative or a quantitative analysis is used, the POF is
determined by two main considerations:
a) damage mechanisms and rates of the equipment item’s material of construction,
resulting from its operating environment (internal and external);
b) effectiveness of the inspection program to identify and monitor the damage mechanisms
so that the equipment can be repaired or replaced prior to failure.
27
Oceaneering International Inc.
Risk-Based Inspection (RBI)
Main Damage Mechanisms)
28
Oceaneering International Inc.
Risk-Based Inspection (RBI)
RISK-BASED INSPECTION PLANNING PROCESS
29
Oceaneering International Inc.
Risk-Based Inspection (RBI)
Calculate Risk
30
Oceaneering International Inc.
Risk-Based Inspection (RBI)
Risk Matrix
31
Oceaneering International Inc.
Risk-Based Inspection (RBI)
RISK-BASED INSPECTION PLANNING PROCESS
32
Oceaneering International Inc.
Risk-Based Inspection (RBI)
Risk Management
Based on the ranking of items and the risk threshold, the risk management process begins.
For risks that are judged acceptable, no mitigation may be required and no further action
necessary.
For risks considered unacceptable and therefore requiring risk mitigation, there are various
mitigation categories that should be considered.
a) Decommission—Is the equipment really necessary to support unit operation?
b) Inspection/Condition Monitoring—Can a cost-effective inspection program, with repair as
indicated by the inspection results, be implemented that will reduce risks to an acceptable
level?
c) Consequence Mitigation—Can actions be taken to lessen the consequences related to an
equipment failure?
d) Probability Mitigation—Can actions be taken to lessen the POF such as metallurgy
changes or equipment redesign?
33
Oceaneering International Inc.
Risk-Based Inspection (RBI)
Risk Management with Inspection Activities
As mentioned, risk can be managed by inspection. Obviously, inspection does not arrest or mitigate damage mechanisms
or in and of itself it does not reduce risk, but the information gained though effective inspection can better quantify the ctual
risk. Impending failure of pressure equipment is not avoided by inspection activities unless the inspection precipitates risk
mitigation activities that change the POF. Inspection serves to identify, monitor, and measure the damage echanism(s).
Also, it is invaluable input in the prediction of when the damage will reach a critical point. Correct application of inspections
will improve the user's ability to predict the damage mechanisms and rates of deterioration. The better the predictability, the
less uncertainty there will be as to when a failure may occur. Mitigation (repair, replacement, changes, etc.) can then be
planned and implemented prior to the predicted failure date. The reduction in uncertainty and increase in predictability
through inspection translate directly into a better estimate of the probability of a failure and therefore a reduction in the
calculated risk. However, users should be diligent to assure that temporary inspection alternatives, in lieu of more
permanent risk reductions, are actually effective.
The foregoing does not imply that risk-based inspection plans and activities are always the answer to monitoring
degradation and therefore reducing risks associated with pressure equipment. Some damage mechanisms are very difficult
or impossible to monitor with just inspection activities (e.g. metallurgical deterioration that may result in brittle fracture,
many forms of stress corrosion cracking, and even fatigue). Other damage mechanisms precipitated by short-term, event-
driven operating changes can happen too fast to be monitored with normal inspection plans, be they risk-based, condition-
based or time-based. Hence the need for a establishing and implementing a comprehensive program for IOWs, along with
adequate communications to inspection personnel when deviations occur and a rigorous MOC program for changes from
the established parameters.
Risk mitigation (by the reduction in uncertainty) achieved through inspection presumes that the organization will act on the
results of the inspection in a timely manner. Risk mitigation is not achieved if inspection data that are gathered
are not properly analyzed and acted upon where needed. The quality of the inspection data and the analysis or
interpretation will greatly affect the level of risk mitigation. Proper inspection methods and data analysis tools are
therefore critical.
34
Oceaneering International Inc.
Risk-Based Inspection (RBI)
RISK-BASED INSPECTION PLANNING PROCESS
RBI Reassessments
35
Oceaneering International Inc.
Risk-Based Inspection (RBI)
Risk Management with Inspection Activities
As mentioned, risk can be managed by inspection. Obviously, inspection does not arrest or mitigate damage mechanisms
or in and of itself it does not reduce risk, but the information gained though effective inspection can better quantify the ctual
risk. Impending failure of pressure equipment is not avoided by inspection activities unless the inspection precipitates risk
mitigation activities that change the POF. Inspection serves to identify, monitor, and measure the damage echanism(s).
Also, it is invaluable input in the prediction of when the damage will reach a critical point. Correct application of inspections
will improve the user's ability to predict the damage mechanisms and rates of deterioration. The better the predictability, the
less uncertainty there will be as to when a failure may occur. Mitigation (repair, replacement, changes, etc.) can then be
planned and implemented prior to the predicted failure date. The reduction in uncertainty and increase in predictability
through inspection translate directly into a better estimate of the probability of a failure and therefore a reduction in the
calculated risk. However, users should be diligent to assure that temporary inspection alternatives, in lieu of more
permanent risk reductions, are actually effective.
The foregoing does not imply that risk-based inspection plans and activities are always the answer to monitoring
degradation and therefore reducing risks associated with pressure equipment. Some damage mechanisms are very difficult
or impossible to monitor with just inspection activities (e.g. metallurgical deterioration that may result in brittle fracture,
many forms of stress corrosion cracking, and even fatigue). Other damage mechanisms precipitated by short-term, event-
driven operating changes can happen too fast to be monitored with normal inspection plans, be they risk-based, condition-
based or time-based. Hence the need for a establishing and implementing a comprehensive program for IOWs, along with
adequate communications to inspection personnel when deviations occur and a rigorous MOC program for changes from
the established parameters.
Risk mitigation (by the reduction in uncertainty) achieved through inspection presumes that the organization will act on the
results of the inspection in a timely manner. Risk mitigation is not achieved if inspection data that are gathered
are not properly analyzed and acted upon where needed. The quality of the inspection data and the analysis or
interpretation will greatly affect the level of risk mitigation. Proper inspection methods and data analysis tools are
therefore critical.
36
Oceaneering International Inc.
Risk-Based Inspection (RBI)
RBI Reassessments
RBI is a dynamic tool that can provide current and projected future risk
evaluations. However, these evaluations are based on data and knowledge
at the time of the assessment. As time goes by, changes are inevitable and
the results from the RBI assessment should be updated.
It is important to maintain and update an RBI program to ensure that the
most recent inspection, process, and maintenance information is included.
The results of inspections, changes in process conditions and
implementation of maintenance practices can all have significant effects on
risks, and therefore the inspection plan and can trigger the need to perform a
reassessment.
37
Oceaneering International Inc.
Risk-Based Inspection (RBI)
When to Conduct an RBI Reassessment
After Significant Changes
Significant changes in risk can occur for a variety of reasons. Qualified personnel should evaluate each significant
change to determine the potential for a change in risk. It may be desirable to conduct an RBI reassessment after
significant changes in process conditions, damage mechanisms/rates/severities or RBI premises.
After a Set Time Period
Although significant changes may not have occurred, over time many small changes may occur and cumulatively
cause significant changes in the RBI assessment. Users should set default maximum time periods for reassessments.
The governing inspection codes (such as API 510, API 570, and API 653) and jurisdictional
regulations, if any, should be reviewed in this context.
After Implementation of Risk Mitigation Strategies
Once a mitigation strategy is implemented, it is prudent to determine how effective the strategy was in reducing the
risk to an acceptable level. This should be reflected in a reassessment of the risk and appropriate update in the
documentation.
Before and After Maintenance Turnarounds
As part of the planning for a maintenance turnaround, it is usually useful to perform an RBI reassessment. This can
become a first step in planning the turnaround to ensure that the work effort is focused on the higher risk equipment
items and on issues that might affect the ability to achieve the premised operating run time in a safe, economic, and
environmentally sound manner.
Since a large number of inspection, repairs, and modifications are performed during a typical maintenance
turnaround, it may be useful to update an assessment soon after the turnaround to reflect the new risk levels.
38
Oceaneering International Inc.
Risk-Based Inspection (RBI)
RBA Team Members
Depending on the application, some of the disciplines listed below may not be required. Some team
members may be part-time due to limited input needs. It is also possible that not all the team members
listed may be required if other team members have the required skill and knowledge of multiple
disciplines. It is usually useful to have one of the team members serve as a facilitator for discussion
sessions and team interactions.
•Team Leader
•Equipment Inspector or Inspection Specialist
•Corrosion Specialist
•Process Specialist
•Operations and Maintenance Personnel
•Management
•Risk Analyst
•Environmental and Safety Personnel
•Financial/Business Personnel
39
Thank You for Your Attention!
Or contact:
Reza Shahrivar,
rshahrivar@oceaneering.com
40 Asset Integrity