What Can Go Wrong in Reformers,

Asset Integrity Management and RBI

Convection Section and Mixed Feed
Superheaters
Reformer Tube Inlet
Reformer Tubes
Refractory Damage - Coffins
Exit Tunnel Collapse
Reformer Outlet Manifold
Pigtails, Outlet Manifolds, Bull Tees
Stress Corrosion Cracking of Steam Header
Secondary Reformer and ATR
Metal Dusting – Reformer Tube Outlet,
Pigtail, WHB Tubesheet, Ferrules
Common Factors in Failures in Reformers

• Limited number of failures due to “normal

degradation” processes – Plant designs have
been around for some time and most plants can
operate for significantly longer than design life.
• Failures primarily occur as a result of:
– Specification, design, fabrication issues
– Change in process
– Operational errors and lack of knowledge
Pressure Equipment Integrity
Management (PEIM)
Benefits of Best Practice PIEM

• Improved Health, Safety and Environmental

performance.
• Improved customer and employee satisfaction.
• Optimization of investments and profits.
• Long term planning, confidence and performance
stability.
• Clear audit trail for decision making.
• Improved reputation.
• Compliance with regulations and codes.
• Improved culture within the company.
Legislation and Codes

• National Legislation requirements such as:

– New Zealand Department of Labour Pressure
Equipment, Cranes and Passenger Ropeways
Regulations 1999

• Codes such as:

– PAS 55-1 : 2008 Asset Management Part 1:
Specification for the Optimized Management of Physical
Assets
– API 510 Pressure vessel inspection code
– API 570 Piping inspection code
– AS/NZS 3788 Pressure Equipment In Service Inspection
Pressure Equipment Management Strategy

Activities Processes
Procurement Policies
Operation Standards
Engineering Records practices
Inspection Procedures
Maintenance Control
APC and IPF
ERP

Organization Disciplines
Training Process Technology
Competencies Instrumentation
Structure Inspection
People Materials and Corrosion
Succession Pressure HSE
Maintenance
Equipment Reliability

Integrity Mechanical
Electrical
Management
Pressure Vessel Integrity Management

Pressure Equipment Integrity Management (PEIM)

needs to:
– Be implemented as soon as possible in the plant preferably with
the OEM.
– Define the operating window for the process based on the
process and potential damage to equipment.
– Have a management of change in place to identify risks.
– Include Risk Based Assessment (RBA) based on the
operating windows.
– Include Risk Based Inspection (RBI) test plans.
– Test procedures and adequate facilities to perform the inspection
test plans
– Utilize reliability management software.
 Pressure Equipment Integrity
Management Systems

PEIM Systems

Management Integrity Maintenance HSE/ Emergency

People
Integrity Assurance Reference Quality Response

Risk Analysis
(RAM) Relationship
Asset Activities
RBA Contractor Organisation
Database scheduling
Management management HSE Procedures
FFS Procedures
of change Competence QA/QC Equipment
Reviews  RCM
Process safety Training/ HAZOP Training
RCA KPI’s
Operating Succession Actions
Audits TA planning
practice Roles
IOW
Management Integrity Plan

• Risk assessment matrix (RAM) for all assets

• Management of change
• Process safety
• Operating practice
• Integrity Operating Windows (IOW)
• Instrument protective functions
• Risk-based assessment
Integrity Assurance

• Asset database
• Assessment (e.g. Fitness –for-Service)
• Reviews (e.g. Root Cause Analysis)
• Audits
Management of Change

• Regular communication to rapidly identify

changes
• Requires formal procedure for any changes
• Review of the implications of a change
• Modify Risk assessments and inspection
planning as a result of change
Integrity Assurance

• Asset database
• Assessment (e.g. fitness for service)
• Reviews (e.g. root cause analysis)
• Audits
Maintenance Reference Plan

• Maintenance activities
• Scheduling
• Procedures and work instructions
(e.g. ITPs, RCM)
• T/A planning and challenge
• Key performance metrics
Major Tasks in PEIM and Benefits

Management
Increased Integrity Process
Profits Process Model Optimization
RBI / RBA
& Optimization

Emergency HSE
PRESSURE
Reduced
risks
Integrity
Operating EQUIPMENT Inspection
&
Increased
Reliability
Windows Monitoring
INTEGRITY
People MANAGEME Maintenance

NT FFS &
Root Cause
Reduced Life Assessment Increased
Analysis
inspection period
& replacement between
cost
Integrity shutdowns
Assurance
PEIM Covers Prevention and Minimizing
Consequences

Preventative action to reduce risk Managing consequence

Training Explosion
Knowledge People INCIDENT Health&Safety Fire
Best Practice Toxicity

Incidents are prevented by installing multiple mitigation barriers.

Consequences are minimised by effective planning.
Risk Management Process

Existing Practice Risk Future Practice

Management
• Risk governance (policy, Framework • Best practise risk
strategy, risk appetite) governance
• Defined risk levels
Assessment matrix
• Strategic approach
utilizing GIP
• Mitigation and
Criteria linked with
• Risk management minimization
international
(processes, procedures standards and methodologies.
monitoring and reporting) • Clear policies and
guidelines
procedures
• Risk assessment matrix
• Risk operations • Residual risk evaluation
(application and and management
deployment) Monitoring and reporting
Risk Management Process

Current Status
Age & condition of assets and systems
Operational practises
Organisational capability assessment
Environmental assessment
Areas Covered
Core infrastructure assets
(generation plant, fuel storage facilities, electricity
transmission) Risk Matrix
Core support systems
(Control and protection systems, SCADA,
communications, safety and security)

Non-core assets
Risk identification
(administration, buildings, vehicles, etc.)
Risk assessment
Operations
(operation procedures, control methodologies) Risk mitigation
Knowledge protection
(Intellectual property protection, knowledge capture and Residual risk
retention).

Organizational capability
(Human resources, organisational culture)

External environment
(Security, liabilities, access, communications, etc.)
Risk Evaluation Matrix
PAS 55 Methods

• PAS 55-1:2008 Asset Management:

Part 1: Specification for the optimized management
of physical assets
– Covers all industries with physical assets
– Commonly used as industry code

• Assets covered by PAS55

– Physical (plant, structures and buildings)
– Human resources
– Information
– Financial
– Intangibles.
Best Practice Asset Management as
Defined in PAS-55

Systematic and coordinated activities and practices

through which and organization optimally and
sustainable manages its assets and asset systems, their
associated performance, risks and expenditures over
their life cycles for the purpose of achieving its
organizational strategic plan.

Strategic plan is defined as:

Overall long-term plan for the organization that is
derived from, and embodies, its vision, mission, values,
business policies, stakeholder requirements, objectives
and the management of its risks.
Asset Management Requirements for Each
Asset (PAS55)
Asset Management Policy

PLAN

Strategy, Objectives, Plans & Contingency planning

DO

Enablers & Controls

Structure, outsourcing, training, communications, systems information, risk, legal &
Management of change
Implementation of plans
Life cycle activities, tools, facilities & equipment.

CHECK

Enablers & Controls

Performance and condition monitoring, investigation of failures, compliance, audit, improvement actions, records.

ACT

Management Review
Quest Integrity Process for High Level
Improvement of PEIM

Step 1 - Define the policy, objective and plans with plant management

Step 2 - Carry out GAP analysis:

• Working in conjunction with the management team
• Set of question expanded on those detailed in API 581 Appendix D and
based on PAS55
– Self appraisal
– Structured interviews
– Meetings with management teams
– Audit of evidence of procedure, etc.
• Action plan for improvement in further steps

Additional steps
• Complete actions
Typical Areas Covered in GAP Analysis

• Inspection department organization and reporting channels and key

performance indicators.
• Critical positions, role specifications, staffing levels
• Competency specifications, training, development and succession
• Inspection processes and procedures
• Equipment specific inspection plans and accountabilities
• Inspection practices, completeness and implementation status
• Application of best practice NDE technologies (completeness, implementation)
• Materials and corrosion function
• Materials and corrosion/degradation understanding, best practices
• RBI system (roles, responsibilities, training, equipment addressed) and
implementation and maintenance status
• Data management and quality management frameworks
• Management of Change (MoC) processes and implementation
• Self review, learning from incidents and opportunity for improvements processes
• Interaction with other critical disciplines, process safety management (PSM)
processes and procedures
GAP Analysis Questions

API 581 Appendix D

• Leadership and Administration - 6 questions
• Process Safety Information - 10 questions
• Process Hazard Analysis - 9 questions
• Management of Change - 6 questions
• Operating Procedures - 7questions
• Safe Work Practices - 7 questions
• Training - 8 questions
• Mechanical Integrity - 20 questions
• Pre-Startup Safety Review - 5 questions
• Emergency Response - 6 questions
• Incident Investigation - 9 questions
• Contractors - 5 questions
• Assessments - 4 questions
• Quest Integrity questions based on the above, PAS55 and experience
– Typically double the number of questions form API 581 Appendix D
Typical Actions/Focused Assessments in
Additional Steps

• Improved heath and safety procedures

• RBA/RBI
• Setting integrity operating windows
• Training
• Root cause analysis
• Fitness-for-service
• Corrosion assessments
• Management of change procedures
• Reformer care assessment
• Data management systems such as RMSTM
Risk Based Assessment (RBA)
Plant Life Definitions

Design life
Absolute life

Life extension
Economic working life

Remnant life assessment required

O&M Costs and Predictive Maintenance

Under maintained Optimum Over maintained

O&M
cost

Maintenance cost
Operating cost
“Bath Tub” Curve of Expected Failures

Plant Failure History

# of
Failures

2 Years RBI 25 Years Life Extension

Design Life Economic Life

API 510 Pressure Vessels and AP570
Piping Inspection Requirements

• Designed for up and down stream oil and gas.

• Specify inspection to be:
– External vessel <5yr (piping <5yr class 1 & 2 or <5yr class 3)
– Internal vessels - ½ remaining life or 10 years.
– Piping UT thickness - (<5yr class 1 or <5yr class 2&3).

or
– RBI can be used to determine inspection intervals and the type and
extent of future inspection/examinations. A RBI assessment
determines risk by combining the probability and the consequence
of equipment failure.
– When an owner/user chooses to conduct a RBI assessment, it
must include a systematic evaluation of both the probability of
failure and the consequence of failure in accordance with API 580.
RBI in API 510 and 570

• A RBI assessment may be used to establish the

appropriate inspection intervals for internal, on-stream,
and external inspections. The RBI assessment may
allow previously established inspection intervals to be
exceeded from limits specified
• When RBI assessments are used to set vessel
inspection intervals, the assessment shall be updated
after each vessel inspection as defined in API 580
API 580

• Risk-Based Inspection (RBI) is a method for using risk

as a basis for prioritizing and managing the efforts of an
inspection program

• The risk analysis can be qualitative or fully quantitative

(API 581).
RBI Process

Calculate risk Prioritize

• Control Measures
• Monitoring Methods
• Remedial Actions
ITP’s

Investigate
Inspect and
RCA RMS data
monitor
Remaining Life
Codes such as AS 3788 “Inspection of
Pressure Vessels”

• Specify traditional inspection

“At least once per year….open boiler for
periodic inspection”

• Allows extension of inspection intervals if

RBI is carried out – i.e. the rate of damage is
known for all possible damage processes.
Risk-Based Assessment, API 581 and RMS

API 580 gives guidelines for Quantitative and Qualitative

risk assessment. Both require the assessment of all risks.
Includes business impact risks.

API 581 Risk Based Inspection Technology gives

guidelines and comprehensive data for Quantitative RBI. It
requires extensive assessment of the safety and business
implication risks. However – is difficult to use.

RMS developed as a user friendly method for completing

the risk assessments especially for the business impacts
using Qualitative methods.
Quantitative Assessment

• Provides quantified risk ratings

• Complex system that takes considerable time to
complete- not appropriate for most industries
• Requires assessment of arbitrary scenarios that
are not always relevant
• Requires experienced personnel to understand
the risk assessment methodology
Qualitative Risk API 581

• Provides arbitrary risk rating numbers

• Based on preset questions with risk values
• Relatively easy to carry out risk assessment
• Relatively rapid assessment that can be used by
the reliability team
Key Concept

• Concentrate inspection on “at risk” items.

• Minimise inspection of “safe” items.

Quantification of Risk

Failure risk is quantified by the parameter

'Risk Exposure' (RE)

Risk Exposure (RE) = Likelihood of Failure (LoF) x

Consequence of Failure (CoF)

Risk Exposure can be expressed as a factor, ‘Risk Factor’,

or quantified as a business impact $ value.
Likelihood of Failure - LoF

• Potential failure mechanisms (Damage factor)

• Previous inspection- frequency, appropriateness, quality
(Inspection factor)
• Current equipment condition
(Maintenance factor)
• Operation, cyclic, process upset
(Process factor)
• Equipment design
(Design and construction factor).
Consequences of Failure - CoF

• Nature of fluid/gas (Toxicity-Pressure-Quantity factor).

• Potential for collateral damage (Damage factor).
• Exposure of staff (Internal personnel factor).
• Exposure of external personnel (External personnel
factor).
• Costs of failure and environmental (Business Impact
factor).
• Inherent safety features (Consequence correction
factor).
Risk Graph for Ammonia Plant with
Poor Inspection
Risk Graph – Well Inspected Ammonia Plant
Reformer Components from Two
Methanol Plants

Bull tee
Reformer tubes

Outlet pigtail
Outlet manifold

Inlet manifold
Inlet pigtails
The Benefits of RBI

• Facilitate integration with the global asset management

plan.
• Ensure the safety of employees and the public day to
day integrity of the plant is maintained.
• Maximise the reliability and integrity of the plant for long
term operation.
• Maximise up time by reduction in planned and forced
outages.
• Focus the inspection/assessment on critical high risk
areas to ensure best use of time and resources i.e.
optimises resources.
The Benefits of RBI

• Assist in programming maintenance, repairs and

modifications.
• Basis for extending inspection intervals.
• Provide information for life assessment studies.
• Input to failure analysis and performance assessment.
• Comply with standards and regulations.
Extended Inspection Periods

• Software based RBI system facilitates traceability of

inspection data and clear demonstration of process.
• Information in support of submission can be lifted directly
from software and includes:
– Essential equipment data.
– Likely damage mechanisms.
– Assessment of risk.
– Non conformances and corrective actions.
– Long term inspection strategy.
Discussion