The development and application of a maintenance and performance monitoring database

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1 Safety and Reliability for Managing Risk Guedes Soares & Zio (eds) 2006 Taylor & Francis Group, London, ISBN The development and application of a maintenance and performance monitoring database J. Baumann, J. Crites & V. Schwarz Baker Hughes INTEQ, Celle, Germany ABSTRACT: In 2000, Baker Hughes INTEQ began the development of a new, highly integrated downhole drilling and measurement system. Accurate equipment condition tracking and operational performance monitoring were prerequisites for achieving a satisfactory level of system reliability, bounded by a minimum level of maintenance spending. This paper describes the development and implementation of a database system, an internally developed equipment tracking system that is now in use in all of the company s 60+ worldwide service and manufacturing locations. This paper discusses the use of the system for maintenance and upgrade scheduling, failure tracking, and equipment status and stress condition monitoring. In addition, the paper describes the system s contributions to reliability and improved maintenance costs. 1 INTRODUCTION The equipment used for directional drilling and formation evaluation services is a key component in today s oil and gas drilling operations. Several oil service companies develop and manufacture this specialty drilling and evaluation (D&E) equipment for use at the rig site, under contract to the oil company drilling the well. These tools are sophisticated electromechanical measurement and control systems, incorporating advanced electronics and hydraulics in a bottomhole assembly located directly on top of the drill bit. (Figure 1). Such drilling and measurement systems must operate under severe conditions of shock, vibration, and temperature. Rotating at speeds up to 300 rpm, with widely varying axial loads, these pipe structures frequently exhibit chaotic vibration modes. While every effort is expended to monitor and control the drilling process, the very nature of the activity permits only limited interaction. The demand for equipment reliability under these conditions is extremely high. Failure of a system can cause extended downtime, while the tool is tripped out of the hole to be replaced. Additionally, unplanned trips for failure can lead to complete loss of the hole, resulting in weeks of delay. With fixed drilling costs approaching US$350,000/day, both operators and service providers have incentives to maximize the reliability and uptime of the equipment. 2 RELIABILITY CHALLENGE It is incumbent on providers of such equipment to deliver tools that will not fail downhole. This implies a comprehensive and rigorous inspection and maintenance policy to assure that all equipment returns to the rig in optimum operating condition. Additionally, a learning, or reliability growth process occurs during the introduction of new equipment, where every failure that does occur is thoroughly investigated to determine the root cause. Once the root cause is understood, a corrective action, often a design or process change, is implemented. This change must be introduced into the entire fleet of tools, operating around the world, in as timely a manner as possible, to limit further failures from the identified root cause. With this background we describe in this paper the development, implementation, and functionality of a comprehensive maintenance and performance monitoring database System (MAPS), This is a single platform for all data affecting tool reliability, including (1) cumulative operating history, (2) maintenance history, (3) upgrade status, and (4) operational statistics and reports. Figure 1. Modern wellbore drilling system. 3 DEVELOPMENT AND IMPLEMENTATION Historically, each local operating location individually tracked upgrade status and the correlation between 2455

2 failure and operational stress. Each created its own local database, resulting in inconsistent tracking metrics, incomplete data records and difficulties tracking equipment that was shared between locations. Furthermore the investigation and analysis of failure incidents by a central engineering function was very difficult and time-consuming. Engineering experts traveled to the local offices to make investigations and resolve issues. The evaluation process itself was heavily dependent on the tracking and documentation discipline of the operating location. Very often, essential data was missing and thorough investigation and root cause analysis was difficult to achieve. With the introduction of ever more complex drilling technology, the desire to drill increasingly demanding well profiles, and rising drilling rig operating costs, the reliability of such systems has gained ever more significance. (Wand et al, 2006) The provision of properly maintained and technically up-to-date tools, coupled with a smooth functioning reliability improvement process, are key to achieving an acceptable level of operational reliability. The company s first effort to establish a centralized worldwide database system for tracking upgrade status and operational exposure of critical tool components began in An off the shelf maintenance software solution was purchased, and subjected to an intensive, year long feasibility demonstration. We failed however to get the package customized sufficiently and timely enough to fit the users needs. Despite considerable expense and effort, the project was abandoned. 3.1 System requirements In 1999, we began planning the development of a 2nd generation advanced drilling system. In concert with the tool development, we decided to develop a customized MAPS. The project mandate: The maintenance and performance monitoring system will facilitate the company in measuring and optimizing parameters needed to benchmark and achieve reduced R&M costs, increased reliability, and improved utilization for new or existing products. Detailed requirements for the system were defined, and included: No duplicate data entry Make use of data already entered in our corporate business enterprise system (SAP), our internal Failure Reporting and Corrective Action System (FA), and our rigsite data collection system, (referred to as Advantage) Report through existing channels The new system was to be Web-based, allowing users worldwide access through our company intranet.additionally the system was to support but not duplicate Figure 2. MAPS connections and interaction. our existing worldwide fast response field alert communication system and our web-based product and operating documentation system. The links between the standardized systems are shown in Figure Development strategy A small development team laid out the system architecture in By early 2000 they could demonstrate some basic system functionality. Two points of the development strategy, undertaken already in 2000, contributed greatly to the acceptance of the system by the organization, and ultimately to the success the system enjoys today Demonstrate functionality early The initial functionality of the system was specifically tied to the 2nd generation drilling system. Consisting of only three top level tool assemblies, we began populating the database with maintenance and operating history beginning with the very first tool prototypes. Early hands-on use of the system provided early user feedback, which was used to drive quick modifications (and further feedback) into the design. Additionally, the system s use was required from the beginning for maintenance of the prototype tools. Consequently, the system was more readily accepted and supported by the user community, as they had no This is the way we ve always done it. with which to compare Gain eyeballs According to a much quoted survey from the Standish Group, an American IT consulting firm, less than 20% of all software development projects are considered by their companies to be successful. (Johnson, James H. 1995). The survey includes a list of the most important factors contributing to project success. The highest ranked is User Involvement. Early use by the user community has been described earlier. The second most critical factor is Executive Management Support. Daily Reports, providing a summary of the operating statistics for the jobs within a geographic area for the last 24 hours, are distributed daily, by , to all who register. Each job is highlighted, by color, as to its current status (operating or failed.) This reporting capability was active from the year The mail 2456

3 Table 1. MAPS database summary, January Number of INTEQ product lines tracked 37 Number of serialized items Part numbers tracked in the system Number of tracked runs Number of tracked Jobs World wide active users Circulating hours recorded Number of assemblies tracked in list grew substantially in a short time, and included many top managers. Recipients of this saw daily a color-coded synopsis of the new tool s performance. Thus, management was aware of the value of the system, and was receptive to requests for additional support as the system grew. In 2001 the system s scope was expanded to become the official database for tracking maintenance and operating history for all of the company s drilling and evaluation tools, and the decision was made to eliminate all the legacy local systems. The development team was expanded, a support team was established and regional support engineers were put in place. Training material and courses were developed through the company training department. As of the end of 2005, all downhole product lines including all legacy systems are tracked with the MAPS. The total development effort to date encompasses approximately 16 man-years. A snapshot of the system s extent is shown in Table 1. At this time, all new products continue to be implemented into the system at the first prototype stage in order to capture all relevant performance and tool status information as early in the product s life as possible. The system s support staff is focused on updating the database as new products are released, maintaining a high level of data accuracy, developing scripts to automate data processing, and developing additional statistical analysis capabilities. Discussions are currently underway with sister company divisions, to determine how the system might be adapted to their product maintenance tracking needs. 4 SYSTEM ARCHITECTURE The system is web-based, written in Java, using a Microsoft SQL-Server database and Microsoft Reporting Services and Analysis Services. The system is also linked to other Baker Hughes applications like First Alert, TA-Online, Advantage and SAP. First Alert supplies failure/incident information to the MAPS. The TA-Online system is linked to provide user access to the PDF documents which are bound to a Technical Alert. To avoid duplicate entry of operational job data and run data a link to our real time data acquisition Figure Data volume increase by tool operating hours. software package Advantage has been integrated. The link to the SAP system is used to import new serial numbers, part numbers, revisions, Work Order Numbers, Technical IDs and so on. The system data is synchronized with the SAP system automatically every 30 minutes. 5 USER COMMUNITY 5.1 Manufacturing and maintenance technicians Manufacturing and workshop technicians (over 900 in 40 manufacturing and maintenance locations worldwide) use the system for new tool assembly and for repair or maintenance of an existing tool. Technicians enter tool build information ( Assembly and Disassembly and close out technical alerts. All activities of the workshop personnel are driven by the maintenance plan. Corrective Maintenance (CM), Preventive Maintenance (PM), and Condition Based Maintenance (CBM) strategies are tracked within the system to drive the maintenance workflow. The system ensures that tools are maintained when necessary and that parts are scrapped out at the end of their useful life. 5.2 Operations coordinators Operations coordinators (approximately 100) create Jobs and Runs in the system and supply the system with drilling parameters and environmental data on a daily basis, providing the basis for daily Job Updates They also initiate failure reports and replicate data from rig site computer systems to the maintenance facility office systems. 5.3 Reliability engineers The company s reliability engineers (80+ engineers and technicians) use the system during tool failure investigations and for tool and component 2457

4 Figure 5. Data quality ranking by location Figure 4. Users growth performance analysis.a team of senior reliability engineers are responsible for creating the rules underlying PM and CBM in the system. 5.4 Sales, marketing & product line management This community (130 professionals) uses the system for business analysis and developing project proposals. Key Performance Indicators (KPIs) and Key Success Indicators (KSIs) are used by the organization and our customers to define and measure progress towards operational or organizational goals. KPI s, as quantifiable measurements, agreed to beforehand, define contractually success factors of a project or a contract. They are also used to establish continuous improvement objectives. They can differ from one customer to the next, therefore requiring flexibility in the reporting system. 5.5 Logistics & production planning The logistics & production planning departments (90 heads) use the system in conjunction with SAP to track the shipment and maintenance of inventory and assets. They also create new tracking numbers for nonserialized components. The ability to track individual tool history is widely used. 5.6 Systems support To ensure a smooth and successful implementation and operation of the system within the organization, we have established a network of local system administrators (31 individuals) who are responsible for data quality and local user issues. A core group of data analysts and support staff (7 total) are based in our corporate locations in Celle, Germany and Houston, Texas. These engineers are responsible for training, product documentation, user support and system modifications and upgrades. User feedback is evaluated, prioritized, and implemented by the support team in a continuous improvement process. 6 MAIN FUNCTIONS The system provides a wide arc of functionalities, including component history tracking, tool build configuration, inventory tracking, job and run history, tool upgrade notification, and daily job updates, among others. It provides an easy and convenient way to inform various user groups, as well as the organization as a whole, about our ongoing business in operations. The system consists of more than 190 different functionalities. The architecture of the system, supporting the philosophy of providing a product that grows with the user s needs, has proven to be flexible and expandable. 6.1 Data entry For the system to be effective, the quality of the entered data must be assured, and this takes vigilance, policing, and training One effective tool we ve developed for maintaining data quality and completeness relies on the competition amongst the operating regions. The home page for the system displays a series of bar charts, updated daily, ranking the locations by various measures of data completeness and accuracy. (Figure 5) Managers of locations that receive low rankings are motivated to correct the situation, particularly when they know that their manager, or perhaps the company president, might take a look at these charts. Nevertheless, data quality continues to be a challenge, and requires constant support and training. The system support staff spends considerable time and effort on data quality issues. 6.2 Maintenance The following three strategies drive the maintenance process: Corrective Maintenance (CM) Corrective maintenance is any maintenance activity which is required to correct a failure that has occurred. All failures are investigated to determine a root cause and corrective action. Depending on the severity of the potential failure, and likelihood of reoccurrence, this activity may consist of repair, restoration or replacement of tool components. 2458

5 As potential root causes of failure are eliminated, and the tool approaches a stable level of performance, the frequency of corrective maintenance actions should decrease. The tool maintenance will become more and more driven by preventive or condition based maintenance strategies Preventive Maintenance (PM) Preventive maintenance is an equipment maintenance strategy based on replacing, overhauling or remanufacturing an item at a fixed interval, regardless of its condition at the time. Scheduled restoration tasks and scheduled discard tasks are both examples of preventive maintenance tasks. Preventive maintenance has to be distinguished from corrective maintenance or condition based maintenance. The MAPS is supporting a preventive Maintenance strategy by providing our maintenance technicians basic information about time/hours our tools were run in the field Condition Based Maintenance (CBM) Condition based maintenance is an effective form of predictive maintenance where the maintenance strategy is driven by condition of specific areas of the equipment. Operational environmental parameters are loaded into the system after every run. Many of these parameters (temperature, vibration) are logged internally in the drilling systems, and are automatically downloaded from the tools. Others are recorded manually by the tool operators in their daily reports. All such parameters are loaded into the database at the end of every tool run. Whenever any monitored and predefined condition limit is exceeded, a signal flag is turned on, alerting the maintenance technician that additional service is necessary. Condition monitoring based on temperature, accumulated vibration, stress, over voltage or current conditions, drilling liquid type, pressure and circulating hours are tracked and flagged in the system. Maintenance flags are reset after their prescribed level of maintenance has been performed. 6.3 Reporting The system provides both ad hoc and mediated reporting for the different user groups. Ad hoc reports may be generated by all users. These reports are mainly predefined and can be executed by submitting a basic set of parameters. Pre-defined reports ensure that different parties within the organization base their decisions on exactly the same information. Mediated reports are produced by the data analysis staff upon request. These include statistical information from operational reports as well as statistics or reporting services available for specific questions in regard to tool performance or reliability. Figure 6. Reliability, maintenance cost improvements. The system provides a third, flexible way of analyzing data. Microsoft Excel PivotTables are used by specific users to create customized multidimensional data views. Desired variables can be dragged and dropped into column headings to define the report format. This capability is limited to certain user groups only, to avoid distribution in the organization of misleading or incomplete reports. Typical reports generated with the Reporting section include such things as percentage of good runs, mean time between failures (MTBF), and mean distance between failure (MDBF). 7 CONCLUSIONS When the project was started in 1999 on one specific product line, the potential value of capturing manufacturing, maintenance and operational information for critical downhole components was not clearly recognized. Today, its value is widely accepted, and its use is demanded by the organization. And the systems contributions to increased performance and reduced maintenance costs (Figure 6) are recognized. But the systems potential to add significantly more value to the maintenance decision process, and to ensure supplying tools of the highest possible quality to the customer, has not yet been fully tapped. Further system enhancements and new analysis functions will lead to new applications and value creation. The introduction of the system within our organization is considered to be a resounding success, an accolade not often conferred on a development project, 2459

6 much less on a software development project. The system will support our reliability and maintenance processes, and our customer s needs, well into the future. REFERENCES Wand, P., Bible, M., & Silvester, I., 2006, Riskbased Reliability Engineering Enables Improved Rotary- Steerable-System Performance and Defines New Industry Performance Metrics, IADC/SPE Presented at SPE/IADC Drilling Conference, February, 2006, Miami, Florida. Johnson, James H., 1994, The CHAOS Report, The Standish Group International. 2460

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