卓越大修KPI培训课件-PPT.pptx

1、卓越大修KPITAR EXCELLENCE KPI内容卓越大修的定义1杜邦卓越大修模型2杜邦卓越大修模型的输出3卓越大修KPI4杜邦卓越大修KPI计算工具5安全经验分享什么是卓越大修Description描述The turnaround meets or exceeds all the goals set out in the Turnaround Objectives Letter, as judged by the Steering Team (which includes appropriate business participation).大修达到或超过了大修前所设定的目标， 并通过

2、大修管理委员会的判定（此委员会包含有商务代表参加）。How to Measure It如何评估？1.Develop and distribute a comprehensive objectives letter with appropriate input from all stakeholders.编写并颁布一份完整的目标文件，此目标文件需要有各方人员的参与。2.Implement a measurement system to evaluate actual results建立一套评估系统，评估实际的结果。3.As part of the shutdown critique, objec

3、tively compare the results achieved with the shutdown objectives.作为评判大修的一部分，将取得的成果与大修目标作比较。杜邦大修模型-五个阶段第一阶段初步计划第二阶段详细设计与计划第三阶段准备审核第四阶段大修实施第五阶段大修总结3-6 个月3-6 个月3-6 个月停车检修1-2 个月大修组织成立设备的检查与检验大修任务清单大修FEL里程碑以前大修经验学习与行动计划回顾大修策略与目标沟通计划长周期备件采购大修任务清单关闭大修准备审核I技改项目设计完毕劳动力计划安全计划停车/开工计划检修任务计划检修任务工作包检修任务排程大修KPI备件采

4、购计划关键任务WBS关键任务里程碑检修任务排程审核与确认承包商的选择与确定追加计划I系统隔离计划人员培训大修准备审核II，III停车，吹扫，置换大修项目实施进度，费用，安全，质量监督控制目视化管理大修协调会追加计划IIPSSR开车大修评估承包商评估持续改进行动计划编制，跟踪，关闭大修作业规程更新大修工作包更新大修前9-18个月大修前6-12个月大修前3-6个月大修实施大修后1个月杜邦大修模型-“八分”准备“二分”实施对大修成功的影响程度准备停车大修实施开车大修总结（影响下次大修）时间大修前FEL里程碑时间节点关键大修任务时间节点关键任务资源落实（人员，工机具，备件，作业规程）跟踪，汇报，决策7

5、杜邦卓越大修模型-大修流程卓越大修卓越大修安全，高效，有序地安全，高效，有序地实实施大修施大修计计划，划，费费用受控用受控编制大修任务清单并优化工作项目完善大修任务清单上的每一项工作计划人员培训（操作员，维修人员，承包商）备件采购计划，备件准备流程，备件发货工作包的编制，审核(1) 排程审核与优化(2) 劳动力分配计划的确认3468910长周期订货材料51112大修管理委员会12大修工作项目，技改项目，机械完整性检查项目排程及资源配置7大修核心工作组大修实施监督与控制 进度管理 计划变更管理大修评估与持续改进 大修期间数据收集 数据分析 行动计划编制与实施承包商管理 承包商的评定与选择 承包商

6、参与大修准备 大修后承包商评定工作计划与准备大修管理 组织架构与职责 大修策略与KPI 安全贯穿大修全过程 大修评估 最佳实践的分享 大修准备阶段时间表与里程碑 大修沟通计划与目视化管理 大修协调会 界面管理 计划排程 工作包准备 检修场地计划 工作范围的确定 工作计划截止 详细的工作计划n备件采购计划n准备评估杜邦卓越大修模型- 五个关键要素1.Work scope大修工作范围2.Job plans大修计划3.Shutdown core team停车大修核心团队4.Long lead time items长周期供货备件5.Materials management物料管理流程6.Shutdow

7、n execution schedule停车大修工作排程7.Job packages工作包8.Training requirements培训需求9.Shutdown coordinator停车大修协调员10.Schedule commitment and staffing进度跟踪遵守和人员计划11.Communication沟通12.Shutdown execution停车大修实施13.Shutdown steering team停车大修管理委员会14.Shutdown excellence卓越停车大修15.Objectives and KPIs目标和关键性指标9杜邦卓越大修模型的输出10大修

8、实施阶段杜邦卓越大修KPI，顶级KPI - 安全/环保NameDefinitionTargetValue/PurposeInjuries人员伤害Number of LWCs recorded.损失工时安全事故数量0The Goal Is Zero.Other incidents/issues其他的安全事件Number of recordable safety incidents可记录的安全事件数量0The Goal Is Zero.Incidents and/or Releases环保事故Number of reportable environmental incidents需报告的环保事故数

9、量0The Goal Is Zero.杜邦卓越大修KPI，顶级KPI - 进度控制NameDefinitionTargetValue/PurposeSchedule Performance Index进度控制指标1.0Measures Schedule Performance Index (SPI). Indicates predictability of overall turnaround duration. (See graphic later in this document for explanation of Total Turnaround Duration） Duration

10、TAR Total ScheduledDuration TAR Total Actual计划大修时间实际发生的大修时间杜邦卓越大修KPI，顶级KPI - 大修费用NameDefinitionTargetValue/PurposeCost Performance Index大修费用指标Between 0.90 and 1.10, (unless otherwise established by business). 1.0 is ideal“Bottom Line” ability to deliver the Turnaround for agreed upon cost (VOC). Ind

11、icates total cost performance index value (CPI) (Estimated cost is that in place when Turnaround starts). Note that is may be impossible to finalize actual costs for some time after end of turnaround.Cost eMaintenanc Total EstimatedCost eMaintenanc Total Actual计划全部大修费用实际发生的大修费用杜邦卓越大修KPI，持续改进- 安全/环保N

12、ameDefinitionTargetValue/PurposeSafety Audit Attainment安全审核次数 100%Indicates the results from the discipline and value given to the safety audit commitment and overall safety goals. This percentage is a leading indicator of safety performance and should be a high percentage.SHE Incidents (S8Y)SHE事件数（

13、S8Y）Number of SHE incidents as described in Corporate Standard S8Y (safety, process safety, fire, distribution, environmental incidents and environmental deviations)按照杜邦集团标准S8Y定义的SHE事件数量 0This metric reflects the opportunity to remove defects from the work process and procedures before they become m

14、ore serious performance metrics.%100Scheduled AuditsCompleted Audits%100计划安全审核数量完成的安全审核数量杜邦卓越大修KPI，持续改进 - 工作范围管控数全部计划工单所需工时的工时数未完成的计划工单所需*NameDefinitionTargetValue/PurposePercent “Add-On” Work.“追加”工作百分比Actual Hours worked on “Add On” Work Orders identified after scope freeze that were included on th

15、e schedule prior to start of decommissioning as a percent of total hours reflected in the schedule. Note that this definition excludes what is commonly termed “Discovery Work”.)Less than 5%.Indicator of the effectiveness of systems in place to drive early identification of work so that it can be acc

16、urately planned and scheduled.Percent Discovery Work (above allowance)“新发现”工作百分比Actual hours worked during the turnaround (above the discovery work contingency) on “Add On” work orders (i.e. those not in the work scope when decommissioning began), expressed as a percent of total hours worked.Less th

17、an 5%Measures discovery work completed during the shutdown that was not anticipated during the planning and scheduling phase and that exceeded the contingency allowance included in the estimate of the TAR cost.Percent of scheduled work not completed未完成计划工作百分比See formula immediately below*.Less than

18、3% of direct hours reflected on TAR scheduleMeasures quantity of “Discretionary” work scheduled but not completed. (For use in challenging future work list items.)scheduleinhoursdirectoriginalTotalcompletednotscheduleonsWOforhrsDirectOriginalPlanned*杜邦卓越大修KPI，持续改进- 进度表现NameDefinitionTargetValue/Purp

19、osePercent Pre-TAR activities not completed大修前未完成工作百分比See Note 1 below this table.0%Measures the quantity of pre-TAR work pushed into TAR window. Impacts TAR man-power and scheduling.Deviation From Scheduled Start of TAR停车/置换计划完成差异The absolute value of the difference between (1) actual date and time

20、 of start of decommissioning (including rate reduction activities) and (2) scheduled date and time of start of decommissioning (including rate reduction activities). Expressed in hoursWithin 4 hours of scheduled date and time of start of decommissioningEven relatively small changes to decommissionin

21、g start time can introduce significant issues with resource availability, resource commitments, etc. The scheduled start date and time used here should be the one published four weeks prior to the turnaround.RR&D* Schedule Performance Index停车/置换完成情况指数1.0Calculating the schedule performance of the ra

22、te reduction and decommissioning segments of the turnaround provides greater resolution in identifying improvement opportunities. If pre-TAR activities require reduction of rate it should be reflected here.Execution Schedule Performance Index开车/提量完成情况指数1.0Calculating the schedule performance of the

23、work execution segment of the turnaround (i.e., the “wrench turning” phase) provides greater resolution in identifying improvement opportunities. This typically includes both critical path and non-critical path jobs.Duration Execution ScheduledDuration Execution ActualDuration *RR&C ScheduledDuratio

24、n *RR&C ActualRR&D = Rate Reduction and Decommissioning* C&RR = Commissioning and Rate Restoration置换时间计划停车置换时间实际停车/时间计划时间实际RR&CRR&C杜邦卓越大修杜邦卓越大修KPIKPI，持续改进，持续改进- 大修效率大修效率 NameDefinitionTargetValue/PurposeActual Hours Required vs. Planned实际工作时 VS 计划工作时Actual hours charged (not including indirect hours

25、) / planned hours (not including indirect hours) for completed Work Orders shown on original schedule按照大修计划，完成全部工单实际发生的工时/计划工时Between 0.95 and 1.03. 1.0 is idealMeasure of planning accuracy and productivity for future planning guidelines. Note that this does not include indirect hours, unless they h

26、ave been included in job plan.杜邦卓越大修杜邦卓越大修KPIKPI ，持续改进，持续改进- 大修费用大修费用NameDefinitionTargetValue/PurposeTurnaround FEL CostsRefer to Glossary entry under “Turnaround FEL” for definition.Between 5 and 10% of total turnaround costAssure that FEL spending is appropriate in comparison to the size of the t

27、urnaround.Maintenance Labor Utilization IndexBetween 0.90 and 1.10, unless otherwise determined by business. 1.0 is ideal.Indicates overall labor utilization vs. plan. This includes all hours, direct, indirect, and contingency.Relative Labor Content IndexSee formula immediately below. 1.0Indicates o

28、verall trend of scope (expansion or reduction). Care must be taken to compare turnarounds of comparable scale. For example compare a “4 Year” TAR with the last “4 Year” TAR, not with the last annual TAR.Maintenance Unit Cost IndexBetween 0.90 and 1.10, unless otherwise determined by business. 1.0 is

29、 ideal.Measures ability to project actual labor usage and actual labor unit costs. Indicates labor execution cost performance.Material Cost IndexBetween 0.90 and 1.10, unless otherwise determined by business. 1.0 is ideal.Measures ability to project actual non-labor. Indicates non-labor execution co

30、st performance. workedhours maint. total Estimated workedhours maint. total ActualCost Labor Services and Craft EstimatedCost Labor Services and Craft Actual Cost Material Estimated Cost Material Actualturnaround comparable last for hours maint. Actualturnaround this for hours maint. Actual*杜邦卓越大修杜邦卓越大修KPIKPI计算工具计算工具KPI 计算器问题