Aera Energy pursues maintenance convergence

Oil producer Aera Energy, Bakersfield, CA, is meeting tremendous maintenance challenges at its Belridge complex through a variety of initiatives that integrate maintenance with operations. The journey to maintenance excellence is a testament to what can be accomplished in five years with a total commitment from both the maintenance and operations sides of the business.

04/28/2003


Sidebars:
Aera Energy-Belridge profile


Oil producer Aera Energy, Bakersfield, CA, is meeting tremendous maintenance challenges at its Belridge complex through a variety of initiatives that integrate maintenance with operations. The journey to maintenance excellence is a testament to what can be accomplished in five years with a total commitment from both the maintenance and operations sides of the business.


Aera Energy was formed in 1997 when Mobil and Shell combined their Belridge oil fields to form Aera. At that time, the maintenance philosophy was "run to failure and repair quickly." Critical equipment typically had redundant backup. The new philosophy is total process reliability, which is now consistently better than 98%.

Among the initiatives that have made this progress possible are autonomous maintenance, vibration monitoring and analysis, condition-based monitoring, root cause failure analysis, work and material flow, and equipment improvement teams. Processes that foster interaction, communication, and information sharing between maintenance craftspeople and operations personnel are critical.

For example, the Equipment Improvement Team (EIT) process brings together operations and crafts personnel to focus on improving operation and reliability of a specific piece of equipment. The process includes training and sharing on equipment operation and maintenance practices. The Root Cause Failure Analysis (RCFT) process brings together operation and maintenance personnel to investigate and determine causes of equipment failure, which typically involves discussion and review of operating and maintenance practices.

Frequent meetings involving both operations and maintenance people ensure the coordination of efforts. The daily Morning Meeting is used to discuss the impact of maintenance work on production and to set schedules and priorities for the day. The weekly Resource Sharing meeting of key operational and maintenance representatives communicates maintenance resource constraints and availabilities for the upcoming week. Resources can then be shifted to the performance of work providing the highest value to the organization. The weekly Operations Leadership Team meeting ensures alignment throughout the organization with discussions of significant operational or maintenance events.

The Belridge complex has formalized an Autonomous Maintenance (AM) process that allows an operator to improve the basic conditions of his equipment using a set of reference criteria as a standard. The operator self-audits his equipment against the standard, identifies gaps, and develops an improvement plan. Once the operator believes he has reached 90% compliance with the standards, he requests a certification audit. When the certification team validates the equipment condition, the operator is recognized with a placard certifying the equipment as an AM facility, a certificate of recognition, and a monetary reward.

These and other processes bring maintenance and operations together for convergence on the common goal of total process reliability. Having reached the status of world-class maintenance, as recognized by the NAME Award, the Aera Energy Belridge Complex has demonstrated its capabilities for sustaining continuous improvement.



Aera Energy-Belridge profile

Business: oil and gas extraction

Production: 135,000 bbl oil 70 million cu ft gas 80 megawatts electricity 800,000 bbl water

Wells: about 12,000 (18 new wells per week)

Infrastructure: 22 mi by 2.5 mi (approximately 15 sq mi) 400 mi of roads 250 mi of pipelines 500 mi of power lines

Plants/processes: 100+ steam generators 3 sulferox plants 3 cogeneration plants 2 gas processing plants 8 oil plants 5 water plants 5 water disposal systems

Personnel: 1100 including contractors



No comments
The Top Plant program honors outstanding manufacturing facilities in North America. View the 2015 Top Plant.
The Product of the Year program recognizes products newly released in the manufacturing industries.
The Engineering Leaders Under 40 program identifies and gives recognition to young engineers who...
2016 Product of the Year; Diagnose bearing failures; Asset performance management; Testing dust collector performance measures
Safety for 18 years, warehouse maintenance tips, Ethernet and the IIoT, GAMS 2016 recap
2016 Engineering Leaders Under 40; Future vision: Where is manufacturing headed?; Electrical distribution, redefined
SCADA at the junction, Managing risk through maintenance, Moving at the speed of data
Safety at every angle, Big Data's impact on operations, bridging the skills gap
The digital oilfield: Utilizing Big Data can yield big savings; Virtualization a real solution; Tracking SIS performance
Applying network redundancy; Overcoming loop tuning challenges; PID control and networks
Driving motor efficiency; Preventing arc flash in mission critical facilities; Integrating alternative power and existing electrical systems
Package boilers; Natural gas infrared heating; Thermal treasure; Standby generation; Natural gas supports green efforts

Annual Salary Survey

Before the calendar turned, 2016 already had the makings of a pivotal year for manufacturing, and for the world.

There were the big events for the year, including the United States as Partner Country at Hannover Messe in April and the 2016 International Manufacturing Technology Show in Chicago in September. There's also the matter of the U.S. presidential elections in November, which promise to shape policy in manufacturing for years to come.

But the year started with global economic turmoil, as a slowdown in Chinese manufacturing triggered a worldwide stock hiccup that sent values plummeting. The continued plunge in world oil prices has resulted in a slowdown in exploration and, by extension, the manufacture of exploration equipment.

Read more: 2015 Salary Survey

Maintenance and reliability tips and best practices from the maintenance and reliability coaches at Allied Reliability Group.
The One Voice for Manufacturing blog reports on federal public policy issues impacting the manufacturing sector. One Voice is a joint effort by the National Tooling and Machining...
The Society for Maintenance and Reliability Professionals an organization devoted...
Join this ongoing discussion of machine guarding topics, including solutions assessments, regulatory compliance, gap analysis...
IMS Research, recently acquired by IHS Inc., is a leading independent supplier of market research and consultancy to the global electronics industry.
Maintenance is not optional in manufacturing. It’s a profit center, driving productivity and uptime while reducing overall repair costs.
The Lachance on CMMS blog is about current maintenance topics. Blogger Paul Lachance is president and chief technology officer for Smartware Group.
This article collection contains several articles on the vital role of plant safety and offers advice on best practices.
This article collection contains several articles on the Industrial Internet of Things (IIoT) and how it is transforming manufacturing.
This article collection contains several articles on strategic maintenance and understanding all the parts of your plant.
click me