Risk Based Inspection Seen Through the Eyes of the Experts

Good day gentlemen,

We are here today to discuss several topics related to RBI implementation.

I will be the moderator and you will have 3 minutes to answer.

Let me introduce each one of you briefly.

Mike Hurley is a RBI professional with more than 20 years of experience as plant engineer and over 15 years of successfully risk-based inspection programs in the chemical manufacturing industry.

Leon Johnson is an Industrial Engineer as well as a learning management guru with multiple years of experience in RBI implementation in refineries and chemical plants.

Paul Raithby is a Mechanical Engineer with 20 years of experience in maintenance and reliability and a RBI expert from the UK.

Thank you all for participating in this event, let's get started.

• An accident has occurred
• Budgets need to be cut
• Too many unplanned shutdowns with leaks or releases

• Establishing a management system for maintaining documentation, personnel qualifications, data requirements, consistency of the program, and analysis updates
• Integrating the RBI program into the MOC program
• Spending the time and resources to get all of the required data out of the equipment files

• Commitment - Not just management commitment, but commitment from everyone on the RBI team. If leadership and/or individuals are unwilling to use the results of an RBI assessment to plan future inspections, then the value of the RBI effort will not be realized. If RBI team members are not committed to following defined RBI procedures and work processes, RBI results may not be reasonable and/or repeatable
• Lack of well-defined processes - Some think that assembling an RBI team and purchasing software are enough to get started with RBI
• Software implementation and integration - Once RBI software is purchased

• Management support. Commitment from upper leaders (and middle level leaders) to the project either through poor resource allocation or inadequate communication
• Implementation of Quantitative Methodologies on facilities that the methodology is designed to be used on. Making the model fit as best as possible
• Change management. Introducing people to new ways of working and new technology, helping them to develop new skills

• Process - as a minimum, basic understanding of unit operations
• Equipment- as a minimum, understanding of fundamental design requirements, materials of construction, etc.
• Inspection Technology - as a minimum, knowledge of the different types of inspection and their strengths and limitations

• Communication - The value that the RBI program is to deliver results that need to be constantly communicated to stakeholders and RBI team members (What's in it for the organization? What's in it for me?)
• Collaboration - The RBI champion has to use informal leadership skills to influence stakeholders and RBI team members to stay committed to the RBI program and work together to sustain it