AGENDA
SAHARA PETROCHEMICALS COMPANY & IT’S 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
INTRODUCTION OF SAHARA PETROCHEMICALS
COMPANY & IT’S AFFILIATES
BY
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 world’s 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.
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.
PLANNED & PRODUCTIVE MAINTENANCE
BY
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.
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.
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.
MAINTENANCE PM STRATEGIES
On-Failure
Condition Based
Maintain equipment
when it has failed to
fulfill its function.
Maintain equipment
based upon its known
condition.
Maintenance
Plan
Fixed Time
Maintain equipment
based upon fixed
time.
Design Out
Redesign equipment
to eliminate root
cause failure.
SELECTING MAINTENANCE STRATEGY FORMAT
Air Handling Unit / Falls off due to poor fixture
Pump / Seal Leaks
Plain Bearing / general wear
Pump Bearing / misaligned during installation
Design Out
Condition Based
Fixed Time
Equipment / Why it fails
On-Failure
Maintenance PM Strategy
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.
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.
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.
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.
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.
PLANNED MAINTENANCE PHILOSOPHY PROCESSES
CMMS/SAP
Master Data
Formed Team
from
Maintenance
Specialist /Eng.
Previous
experience &
Best Practices
PM Philosophy
Development
PM tasks
Guideline
Review
implementation
/ KPI’s
Implementation
plan / SAP
PM Strategy
Selection
Equipments
assessment
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
 Target/ Suggested Value.
100%
100
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
 Target/ Suggested Value.
40 – 60%
100
CONCLUSION
 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. That’s
why it’s important to do the least amount of work, at the least
cost, which will still meet your expectations for reliability.