Implementing RBI in Remote Locations

By Paul Sheriff and Leon Johnson

The project expedited developing Cristal's Process Safety Management (PSM) standards and being able to meet the more stringent local requirements from the H&SE. The project developed Cristal's asset management requirements for Mechanical Integrity as outlined in the five year PSM plan submitted to HSE. Cristal were able to reduce unexpected failures on critical equipment and demonstrate the significant value attainable through the implementation of Risk Based Inspection. Cristal has continued establishing its RBI program at other Cristal sites.

- Meridium User Conference, 1/28/2014

Implementing RBI in Remote Locations

Abstract

Who are Cristal? - They are passionate about titanium. Their whole business revolves around titanium, and their our goal is to do it better than anyone else. Cristal are a fully integrated titanium producer from mineral sands mining of ores containing it:

  • To supplier of raw materials used in process such as chlorine
  • To production of TiO2 powder used primarily in paint and plastic
  • To production of ultrafine TiO2
  • To production of commercial grade TiCl4 for metal production
  • To Ti metal manufacture

Why did they pursue an RBI project?

  • Meet Cristal Process Safety Management (PSM) standards and more stringent local requirement
  • Meet asset management requirements for Mechanical Integrity as outlined in the five year PSM plan submitted to HS
  • Understand risk in the plant, reducing unexpected failures on critical equipment
  • Demonstrate the significant value attainable through the implementation of Risk Based Inspection
  • Establish an RBI program to be utilized at other Cristal sites

Conclusions

  • Integration of RBI - How does the project become a program?
  • Have to incorporate RBI into inspection management system - Communication and training are not enough, need to establish accountability to follow the RBI process
  • Inspector involvement - If they had helped you implement RBI, they would have more ownership
  • Understand what data is valuable - data mining, data sources (50-60% of your effort) - how much inspection/SAP history should be reviewed to get the most value
  • Implement per unit/area vice per fluid - risk distribution would be better accepted by stakeholder
  • Acceptable risk difficult to define - (management responsibility) emphasize that RBIs purpose is prioritization, not absolute risk evaluation
  • Try to influence global IT team earlier on the value of the project and software - need to proactively engage global IT and sell them the value of the tool
  • Constantly communicate risk - tell them a problem that RBI found: examples: low inspection effectiveness, new damage mechanisms identified, problems found before failure by RBI inspections.

This was presented at the Meridium Conference 1/28/2014 in San Antonio, Texas.

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