Sabp G 008

Best Practice
SABP-G-008 31 July 2005

Field Reliability Unit
Guidelines and Procedures
Document Responsibility: Rotating Equipment Division
Sulaiman Bukhamsin
Salman Mishari
Marwan Khazandar
Hadi Qahtani
Saeed Asiri
Raed Ahmad
Table of Contents
1 Introduction.................................................... 2
2 Definitions...................................................... 2
3 Organization and Responsibilities................. 4
4 Maintenance Strategies………..........……... 12
5 Predictive Programs…......…....................... 14
5.1 Vibration Monitoring Program……….... 14
5.2 Lube Oil Condition
Monitoring Program (OCM)......…........ 18
6 Proactive Programs………………………..... 20
6.1 Trouble Shooting and
Root Cause Analysis (RCA)…............. 20
6.2 Bad Actors and Rework Programs....… 25
6.3 Equipment Trip Reporting…………..… 26
7 Reliability Reports.........................……….... 32
8 History Log and Document Filing…........…. 40
9 Appendices
I. PM Interval Setting......……………....... 43
II. Trip Report…………………………….... 45
III. Document Filing …………………..…… 47
IV. QA Forms.........……………………...…. 48
V. SAP Procedures…………………...…... 51
VI. Vibration Alert Form.……………..…..... 77
Previous Issue: New Next Planned Update: 1 August 2010

Revised paragraphs are indicated in the right margin Page 1 of 78
For additional information, contact Sulaiman A. Bu-Khamsin on 873-0922
Document Responsibility: Rotating Equipment Division SABP-G-008
Issue Date: 31 July 2005 Field Reliability Unit
Next Update: 1 August 2010 Guidelines and Procedures
1 Introduction
1.1 Purpose
The purpose of this procedure is to establish guidelines and procedures for

managing field Reliability Programs in a Saudi Aramco Hydrocarbon facility in
accordance to Best In Class Maintenance Practice. Roles and responsibilities
along with a typical unit structure are also defined in order to assure sustaining
these programs to the best quality.
1.2 Scope
This Best Practice gives general guidelines and the minimum requirements for a
unified approach to reliability practices and procedures in Saudi Aramco that
will facilitate transfer of information and comparison on equal basis.
1.3 Disclaimer
This Best Practice is being provided for the general guidance and benefit of
Saudi Aramco operating facilities. The use of the information or material
contained here will not release operating facilities from the responsibility of
safeguarding and controlling their operations within Saudi Aramco established
guidelines such as GI’s and engineering standards.
1.4 Conflicts with Mandatory Standards
In the event of a conflict between this Best Practice and other Mandatory Saudi
Aramco Engineering Requirement, the Mandatory Saudi Aramco Engineering
Requirement shall govern.
1.5 References
This Best Practice is based on the latest edition of the references below, unless
otherwise noted.
1.6 Saudi Aramco References

1.6.1 Saudi Aramco Lubrication Manual
1.6.2 SAES-L-350 Construction of Plant Piping
1.6.3 SAES-5659 Guidelines for setting Acceptable, Alarm and Shutdown
Vibration limits
Acknowledgement:
We would like to thank all those from the various Saudi Aramco facilities who
contributed information, programs and devoted their valuable experience and
time in the preparation of this document.
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2 Definitions
Best-In-Class (BIC): refers to being recognized as a world leader in achieving

sustained superior performance. The Company has defined several strategic imperative
and proposed strategies to achieve BIC one of which is Reliability Maintenance System.
Breakdown Strategy: means that no corrective action is taken on an equipment or

component of equipment until it fails to perform its defined function.
Key Performance Indicators (KPI’s): a set of indices designed and installed to gauge
performance of an organization or a program.
Operation, Maintenance, Engineering group (OME): is a team that consist of key

representatives form various divisions. The OME group usually meets regularly to
follow up on pending activities, develop action plans, determine work schedule priority
and status and discuss important issues such as bad actors.
Preventive Maintenance Program (PM): is defined as the servicing of equipment or

a component of equipment at regular intervals regardless of condition. The purpose is
to service equipment before they fail and to bring them back to a healthy condition.
Examples, electrical breaker check, instrument calibration check and verification, etc.
Predictive Maintenance Program (PdM): also known as “On condition” strategy, is

the servicing of equipment or a component of equipment based on condition rather than
a regular interval. Examples, vibration, lube oil sampling, etc.
Proactive Maintenance Program (PaM): is the organization around full protection of

equipment by proactive activities and through continuous performance measurement.
Reliability Centered Maintenance (RCM): is a systematic process of preserving a

system’s function by selecting and applying effective reactive, preventive, or proactive
strategies. The focus is on consequence of system failure rather than the failure it self.
Year-to-Date (YTD): refers to the performance level on a certain KPI or a set of KPI’s
since the beginning of the year to the date of reporting.
Mean Time Between Failure (MTBF): The average amount of time in months a piece
of equipment runs between failures.
Bad Actor: Any piece of rotating equipment that fails two or more times within any
12-month period.
Availability: Readiness of any equipment to be placed in service at any given time.
Rework Index: The failure of any piece of equipment within 60 days following a
repair/installation. A new work order must be issued to address every rework.
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EMP: Equipment monitoring program, e.g., Vibration and lube oil monitoring prog.
MTTR: Mean time to repair.
OCM: Lube oil condition monitoring program.
IDP: Individual development plan.
3 Responsibilities
3.1 Unit Function
A field reliability unit should take custody and care of all reliability programs in
the facility. It is recommended to be part of the Maintenance division for ease of
work flow and interactions with other maintenance areas. However, the unit
must be independent from line maintenance execution areas to provide
independent advice of rotating equipment reliability and workmanship. Some
facilities may prefer the unit to be in engineering division. It is to the facility
management discretion to decide how to structure the reliability unit to best fit
their business needs.
The plant should be divided into areas based on rotating equipment population
and other factors such as how geographically this equipment is located and if
resources and logistics are available. Typically for a large plant within a fenced
area such as a refinery or a gas plant, it is recommended to have 500 rotating
equipment per Area, excluding HVAC and non-critical equipment below 10 HP.
Each area should typically be covered by an area reliability engineer, a vibration
technician, and may have an area senior machinist. Below is an example of a
typical organization chart of a reliability unit:
Reliability Unit
Supervisor
Area 1 Area 2 Senior Technical

Reliability Advisors
Eng
Reliability Reliability
Eng Eng Senior Senior
Machinist Vibration Tech
Vibration Vibration Senior

PM
Administrator
Tech Tech Electrician
Senior
PCT
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3.2 Responsibilities
The unit is responsible for tracking equipment condition and providing support
to achieve best in class reliability targets in a safe and economic mode per Saudi
Aramco best practices and engineering standards.
3.2.1 Reliability Unit Supervisor
The Unit Supervisor duties will include the following:
3.2.1.1 Administrative duties
Be responsible for the unit operating plan, budget, review cost

sheets and control NDE and variance, coaching & training,
employee evaluations, unit assets (unit diagnostic equipment
and tools), ordering materials, safety of personnel and
equipment under the custody of the unit.
3.2.1.2 Technical duties

• Interface with management on day to day basis and on
urgent requests for equipment troubleshooting and fault
analysis.
• Implement Reliability Programs such as Bad Actors,
Rework, …etc.
• Follow up on YTD and monthly KPI’s progress.
Investigate and alert management of any decline in the
equipment condition.
• Ensure all the Equipment Monitoring Programs are
completed per schedule and in a standard quality.
• Set and approve the non-process alarm and shutdown set-
points on equipment.
• Spot check randomly equipment condition and status to
verify the EMP data base validity.
• Identify the gap from BIC maintenance targets and work
towards closing that gap. Review the adopted maintenance
strategy and see how it is impacting the maintenance
activities (preventive, predictive, reactive), shifting away
from preventive to proactive organization.
• Promote reliability awareness as every one’s responsibility
in the field and show how close reliability KPI’s are from
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the desired targets. Disseminate maintenance reliability

best practices and publish reliability news letter.
• Encourage researching and implementing latest reliability
technologies and techniques for improving equipment
condition.
• Approve all recommendations and reports issued by the
unit and track the recommendation execution.
• Issue a monthly reliability summary report to the plant
management.
3.2.2 Area Reliability Engineers
A rotating equipment engineer with good experience shall be

accountable for the area reliability under his custody. He should be self
motivated and posses effective communication skills and has high
analytical capabilities. His duties will include the following:
• Meet daily with the asset OME team to follow up on equipment
condition and direct actions as necessary. The engineer shall be the
central contact person responsible for any critical or major equipment
trouble shooting or failure analysis. He will call for meetings and
collect all information necessary (process, vibration, assembly, etc.)
to complete the investigation.
• Be central point contact regarding rotating equipment with
organizations outside the facility such as PMT, CSD, vendors,
contractors, service shops, etc.
• Review machinery repair procedures and work scopes in
coordination with the workshops.
• Review T&I scope and add any work if needed on rotating
equipment during the T&I.
• Review packages and provide comments
• Calculate and update the monthly and YTD asset KPI’s.
• Issue reliability program monthly report (MTBF, bad actors, etc)
updating the equipment health progress, and reporting failures and
successes.
• Follow up on the area’s EMP programs and trends.
• Establish asset’s Fault analysis data base ensuring all data, drawings,
and information are complete and all modifications are updated.
• Approve SAP equipment maintenance history records for any failed
rotating equipment.
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• Investigate trips on critical equipment to identify root causes and

recommend solutions.
• Oversee the PM, PdM, PaM and RCM programs.
• Perform life cycle cost for bad actors and expensive repairs.
3.2.3 Senior Reliability Engineer
A senior reliability engineer will take charge of overall plant reliability

improvement and optimization programs which cover the following:
• Assist area reliability engineers on long term problems or projects
when needed.
• Follow up on the progress of bad actor program and assist area
reliability engineers on clearing overdue equipment.
• Coordinate and be a single point of contact with BIC Maintenance
Facilitation Team to achieve BIC targets. Follow up with all area
reliability engineers in recommended actions for improvements.
• Review and update maintenance strategy annually to optimize
equipment maintenance tasks (decide which equipment should be
under PM, PdM, or Proactive).
• Organize and lead Preventive Maintenance optimization teams. Be a
member of BIC.
• Assist when needed in investigating trips on Critical or Major
Equipments and recommend solutions.
• Identify new technologies and techniques to assist the organization in
shifting from a preventive mode into a proactive mode.
• Review Engineering Request packages for any machinery
modifications or upgrade.
3.2.4 Senior Machinist
A senior machinist will support all areas. He should have more than 10
years experience as a machinist and should have held diverse positions in
the field. He should also have good written and verbal communication
skills. He also must have developed hands on machinist experience as
well as vibration technician knowledge. His duties will include:
• Audit workmanship by spot checking assembly and installation of
equipment. Ensure it is carried out to the highest quality per standard
procedures and that all proper tools and relevant information are
utilized. Ensure that all repairs and inspection records are
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documented and filed properly. Assist field personnel on difficult

repairs of critical rotating equipment when needed.
• Assist the reliability engineer as requested in troubleshooting, failure
investigations in the field and in the shop as well. Attend critical
equipment start ups if needed.
• Maintain equipment library including vendor information, drawings,
history, and track of equipment spare parts inventory. Recommend
alternatives for spare parts if not available.
• Provide technical information for field repair backed up with
equipment history, vibration data, and process data intended for area
maintenance.
• Review and update Whole Job Standards, WJS.
• Assist reliability engineer in reviewing maintenance history records
for failed equipment in the SAP before it is approved by reliability
engineer.
• Advise and coach field personnel on specialty crafts such as laser
alignment, balancing, critical fits and assembly procedures.
• Randomly conduct a PM spot check of Mechanical PM tasks to
assure the quality of executing PM tasks. Highlight deficiency and
inadequacy.
• Review the Mechanical PM Defect Report and evaluate the required
actions. Follow up with the Reliability Engineer if required to solve
the problem. Ensure item closure and file the defect reports in PM
Defect Report filing system.
3.2.5 EMP Vibration technician
A vibration technician is assigned for each area to collect periodic

vibration data and survey on line monitored equipment. He should have
completed phase IV training and minimum of two year experience. His
duties include the following:
• Conduct surveys for the Equipment Monitoring Program, EMP.
Update and back up data base for both on line and periodic
monitoring.
• Provide vibration readings upon request and assist in troubleshooting
and analysis of equipment.
• Report any alarm or abnormal behavior which appears during the
routine EMP checks to the Operation Area Foreman or the area
Maintenance Supervisor.
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• Responsible for the tools in his custody. Report any fault in the
analyzer or software to the Senior Vibration Technician.
• Carry out minor calibration and repairs on the diagnostic equipment
and tools.
• Generate monthly route compliance report.
• Could be responsible for collecting and gathering oil samples for the
area under his custody.
3.2.6 Senior Vibration technician
A senior vibration technician will act as a lead vibration technician to

support other vibration technicians on complicated duties when needed.
His duties will include the following:
• Provide vibration readings upon request and assist in troubleshooting
and analysis of equipment.
• Act as IDP mentor for the vibration technician
• Assist Vibration Technicians in any technical vibration consultation
and support in any urgent request.
• Assist EMP Vibration Technicians in attending to faults in the
analyzer or in the software.
• Assist in upgrading the software and configure data bases for both
online and off line monitoring systems.
• Assist during troubleshooting and investigations of critical and major
equipment. Assist with trouble shooting and investigation of
equipment trips.
• Finalize sending Lube oil Samples to the lab for analysis. Follow up
with CSD Lubrication Engineer for any concerns. Issue monthly
report to area Operation/maintenance requesting corrective actions
on CSD recommendations.
• Be able to upgrade the software and configure data bases for both
online and off line monitoring systems.
• Consolidate the area vibration technicians reports and forward to the
senior reliability engineer for issuing the monthly summary report.
3.2.7 PM Administrator
The PM administrator is preferred to be with a competency of planner I

and with PCST or Electrician background. He should have good
statistical capabilities and good knowledge in generating required reports
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from the SAP. All PM activities including scheduling will be planned

and executed by the area maintenance through the SAP PM Order
system. The PM administrator will review the effectiveness of the PM
programs and carry out the following tasks:
• Liaison with SAP PM Organization and the senior reliability
engineer to decide maintenance strategy and assign PM Task lists
which are suitable for the equipment. For new equipment, derive
these tasks from the manufacturer equipment manuals. Decide the
manpower and hours required, and the frequency of the PM as part of
the Maintenance strategy.
• Coordinate with the OME to decide when to carry out the PM during
equipment standby or plant T&I.
• Decide how equipment should be grouped together for optimum
utilization of manpower and time; either a system can be PM’ed in a
single PM work order under one functional location, or as separate
components in different orders.
• Implement and follow up on the OCM as part of the PM program.
• Generate monthly unit report and statistical reports from the SAP for
all maintenance programs such PM, PdM, Reactive, etc.
• Responsible for filing the PM return sheets. He should also
distribute the PM defect reports to each Reliability Unit discipline for
follow up and action as required.
• Issue PM faults tracking report.
3.2.8 Senior Electrician
A senior technical advisor will support all areas. He should have more
than 10 years experience as an electrician and held diverse positions in
the field. He should also have good written and verbal communication
skills. He also must have developed hands on as an electrician. He
should be familiar with electrical Saudi Aramco Standards. He should
also be able to read the electrical and plant drawings. He should also be
able to search the internet web sites as needed.
• Audit workmanship, assembly and installation of electrical
equipment. Ensure it is carried out to the highest quality per standard
documented and filed properly. Conduct a drop in audit to the field
for quality assurance purposes.
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• Assist the Reliability Engineers in troubleshooting when needed.

Attend critical equipment start ups if needed. Assist with trouble
shooting and investigation of equipment trips.
• Provide technical information for field repair backed up with
equipment’s history and process data intended for area maintenance.
• Assist the Reliability Engineers as requested, to review the history
record for failed equipment in the SAP before the final approval.
• Randomly conduct a PM Audit of Electric PM Tasks to assure the
quality of executing PM tasks. Highlight deficiency and inadequacy.
• Review packages and provide comments accordingly.
• Assist in developing scope of work and cost estimate.
• Review the Electric PM Defect Report and evaluate the required
actions. Follow up with Engineering if required to solve the
problem. Monitor closure of the item and file the defect reports in
• Acts as an IDP evaluator for the Field Electrician.
• Perform thermography survey for plant electrical equipment and
systems.
3.2.9 Process Control Senior Technician (PCST)
A senior PCST advisor will support all areas. He should have more than
10 years experience as a Process Control Senior Technician and should
have held diverse positions in the field. He should also have good
written and verbal communication skills. He also must have developed
hands on experience as a PCST technician. He should be familiar with
instrument Saudi Aramco Standards. He should also be able to read the
instrument and plant drawings. He should also be able to search the
internet web sites as needed.
• Audit quality and workmanship of PSCT equipment installation and
testing. Ensure it is carried out to the highest quality per standard
documented and filed properly. Conduct a drop in audit to the field
for quality assurance purposes.
• Assist the Reliability Engineers in troubleshooting instrument failure
investigations in the field. Attend critical equipment start ups if
needed.
• Assist with trouble shooting and investigation of equipment trips.
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• Assist the Reliability Engineers as requested, to review the history

record for failed equipment in the SAP before the final approval.
• Randomly conduct a PM Audit of Instrument PM Tasks to assure the
quality of executing PM tasks.
• Review the Instrument PM Defect Report and evaluate the required
actions. Follow up with Engineering if required to solve the
problem. Monitor closure of the item and file the defect reports in
• Acts as an IDP mentor for the Field Instrument Technicians.
• Review packages and provide comments accordingly.
• Assist in developing scope of work and cost estimate.
4 Maintenance Strategies
Not all equipment should receive the same attention. Some should receive run-to-
failure strategies, some preventive maintenance (time based), and some Predictive (on-
condition) strategy.
The selection of which strategy to use can be best determined through the conduction of
RCM. RCM, however, can sometimes be very intensive, costly, and time consuming.
In those situations where RCM is seen infeasible, the following basic guidelines can be
used instead.
4.1 Selection Criteria of run-to-failure Strategy
Run-to-failure Strategy means that no corrective action is taken on an

equipment or component of equipment until it fails to perform its defined
function.
4.1.1 Selection Criteria
4.1.1.1 This strategy is selected when other strategies are considered

practically infeasible and cost ineffective.
4.1.1.2 Equipment selected for a run-to-failure strategy should be non-

critical or non-major.
4.1.1.3 Equipment size should be below 10 HP.
4.1.1.4 Breakdown of equipment does not affect critical or major

equipment.
4.1.1.5 Cost of conducting other strategies is more than breakdown

cost.
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4.1.1.6 Selection Decision should involve cross discipline plant

personnel.
4.1.1.7 Break down of equipment does not jeopardize safety and

production reliability.
4.2 Selection of Maintenance Preventive (PM) Strategy
Preventive Maintenance Program Strategy is defined as the servicing of

equipment or a component of equipment at regular intervals regardless of
condition. The purpose is to service equipment before they fail and to bring
them back to a healthy condition.
4.2.1 Selection Criteria
4.2.1.1 History of failure pattern indicates wear out (age-related

failures).
4.2.1.2 Cost of PM activities is not more than breakdown cost.
4.2.1.3 Overall Benefit-to-Cost of implementing PM strategy is more

than that of predictive/proactive strategies. Benefit should be
estimated in terms of failure reduction through the use of the
selected strategy. Cost should be that of implementing the
selected strategy; e.g., cost of PM or condition monitoring.
4.2.2 Setting of PM intervals
PM intervals should be selected at 2 standard deviations (2σ) before the

average life of equipment or a component. Such setting is based on 95%
confidence level that replacement will take place before functional
failure. Availability of life data is necessary to determine such setting.
Example is shown in Appendix I.
For new equipment, vendor manuals and Company/Industry

recommendations can be alternatively used.
4.3 Selection Criteria of Predictive Maintenance (PdM) Strategy
Predictive Strategy, also know as “Condition-based” strategy, is the servicing

of equipment or a component of equipment based on condition rather than a
regular interval.
4.3.1 Predictive tools and techniques are available to confidently predict

failures before occurrence.
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4.3.2 Overall benefit of implementing PdM is higher than those of run-to-

failure or PM strategies.
4.3.3 Example of predictive tools is vibration monitoring, lube oil monitoring,

ultrasonic detector and thermography.
5 Predictive Programs
The objectives of the Equipment Monitoring Program are:
1. To improve plant equipment reliability through an early detection of failures and

taking appropriate action to prevent their occurrence or at least minimize negative
impact through proactive measures.
2. To minimize unplanned shutdown of critical equipment through the repair of

minor defects that can lead to catastrophic failures.
3. To reduce overall maintenance costs through improving equipment availability

and minimizing production losses. Early repair of minor defects and replacement
of defective spare parts will prevent costly equipment failures.
4. To establish an understanding of EMP capabilities and limitations. Although

trend analysis is capable of providing very helpful hints and clues toward wide
range of problems including instrumentation, mechanical, noise, electrical, and
structural, it is very important to emphasize that verification of such hints and
clues remains to be mainly the responsibility of those from the pertaining
specialty.
Although there are a number of monitoring subprograms, this best practice document
will only cover the two main ones, i.e., vibration monitoring program (VMP) and oil
condition monitoring program (OCM).
SAP should be used to schedule EMP activities and log data for On-line Vibration
Monitoring, Off-line Vibration Monitoring, or Oil Sampling. SAP has a feature that can
trigger a malfunction notification when measurement readings exceeds a particular
threshold value.
5.1 Vibration Monitoring Program
5.1.1 Program Structure
The equipment vibration program should be structured as follows:
1. Monthly detailed review of vibration data of all major equipment

that are on-line monitored. The review will mainly ensure there is
no degradation in the trends and try to address it as early as
possible before the situation worsens.
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2. Monthly portable route survey to collect vibration data on all non-

monitored critical equipment, or non-monitored equipment that are
10 HP or above. This also includes noting and reporting other
problems such as abnormal noise, oil leak, high temperature, dirt,
etc. Although some of these functions are the main responsibility
of Plant Operations (for example, oil leaks, abnormal noise,
housekeeping, etc.), the vibration craftsman will report such
deficiencies as part of his periodic survey.
5.1.1.1 On-line Equipment Monitoring Program
The Major Equipment vibration monitoring program is a

monthly detailed survey on all major rotating machines
dynamic vibration and temperature parameters. This detailed
review should include the dynamic parameters for each
vibration point. This consists of collecting, trending, plotting
and electronically archiving vibration points of dynamic
parameters such as the overall vibration reading, 1X amplitude,
phase angle, probe gap voltage, axial displacement readings for
shaft and thrust disc movement detection and time domain
signature.
The On-line Vibration Monitoring System for major equipment

should be as follows:
• Continuously monitoring the equipment
• Have network capabilities and can be accessed remotely
• Upgradeable and expandable
• Capable of producing:
A. Current overall values
B. Time base plots
C. Orbit plots
D. Waterfall/full waterfall plots
E. Trends
F. Automatic transient data capture, start up or shut
down
G. Bode plots
H. Shaft average centerline
I. Polar plots
J. Frequency spectrum/full spectrum plots
K. Cascade/full cascade
L. Capability for remote monitoring
5.1.1.2 Off-line Equipment Monitoring Program
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This program is a monthly field vibration check applied on all

non-permanently monitored machines that meet the criteria of
PdM strategy (refer to section 4.3). The purpose is to assess
and trend the mechanical condition of these machines. The
program should be supported by a condition monitoring
software that contains a database of equipment and structured
daily routes. Vibration data for all measurement points should
be collected periodically and stored on the software.
5.1.2 Vibration Measurement
The vibration technician should be able to perform the following tasks at

minimum:
A. Collect accurate and reliable vibration data on rotating equipment,
piping, valves and structures for diagnosis purposes.
B. Perform and manage a monthly vibration monitoring program to
cover off-line equipment. Maintain the software configuration,
archive and analyze the vibration data on a monthly basis.
C. Perform single and double-plane field balancing
D. Measure and record noise pressure levels
E. Check the calibration of non-contact eddy current probes and
vibration pickups
To perform these tasks effectively and safely, the field reliability unit
should use and maintain equipment with at least the following minimum
specifications:
• Portable vibration data collector with computer link and proper
software. The data collector should be able to:
¾ Perform FFT analysis
¾ Has keyphasor input
¾ Can plot orbits
¾ Rugged and can withstand high ambient temperatures
• The software should be able to do the following:
¾ Trend vibration data over time
¾ Trigger on preset alarm and pre-alarm levels
¾ Has the option to save frequency spectrums and time waveforms
¾ Has reporting capability
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• Multi-channel Vibration Data Acquisition System. The system

should be as follows:
¾ Records input from minimum of 8 channels and minimum of 2
keyphasor inputs simultaneously
¾ Has the capabilities to plot and record time waveforms, frequency
spectrums, trends, tables, waterfalls, cascades, bode, shaft
centerlines and polar plots.
¾ Has the capability to automatically trigger on preset amplitude
and speed.
¾ Battery operated
¾ Rugged and can withstand high ambient temperatures
• Vibration pickups
¾ Velometers
¾ Accelerometers (standard and high frequency)
¾ Velocity Pickups
• Shaker for calibrating vibration probes
• Optical Keyphasor
• Sound pressure level meter
• Non-contact eddy current probe calibration set
• Basic Rotor Kit
• Long cables and connectors of all types
5.1.3 Reporting Equipment Vibration
Each vibration technician will provide the reliability engineer with a

compliance report on vibration activities in his area of responsibility to
be included on the monthly report. Reference is made to Section 7 for
needed content of such a report.
Vibration technicians will also issue alerts as necessary on those

equipment found to have high vibration during the daily routes.
Attached in appendix VI is an example form for this purpose.
Area operation foreman or supervisor once he receives the alert should

issue Equipment Defect Reports (EDR’s) using SAP Malfunction
Notification (Type M2). The associated work order should have the
Maintenance Activity Type of: “01D Predictive Maintenance.”
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5.2 Lube Oil Condition Monitoring Program (OCM)
Oil Condition Monitoring Program, known as the OCM Program, is used to

determine lube oil and equipment conditions, based on the laboratory test
analysis of lube oil samples routinely taken from major equipment through out
Saudi Aramco Operations. Refer to Saudi Aramco Lubrication Manual.
All laboratory tests are carried out at Southern Area Laboratories Division,
Abqaiq and provided to CSD engineers for diagnosing lube oil and equipment
conditions. The oil collection sample should be carried out per the scheduled
produced in the SAP Preventive Maintenance work orders (PM02).
5.2.1 Sampling Procedure
It is imperative to ensure samples are taken correctly and safely for the
Oil Conditioning Monitoring Program (OCM). The following procedure
should be followed:
1. Ensure that the sample bottle is perfectly clean and free from any
foreign particles. 250 ml sample bottles must be used (SAP
Material No. 1000158454).
2. Samples should be taken from an approved sampling port ensuring
that dirt and/or dust around the surrounding area is wiped clean.
3. Samples should be taken while the system is hot and under normal
operating load, or immediately after shutdown.
4. If adding oil is necessary to the system allow several hours for
thorough mixing before taking a sample, or take the sample before
adding the make-up oil.
5. All samples should be taken from the same location, in the same
manner and under the same conditions.
6. Before a sample is taken, flush the line slowly allowing a couple of
quarts of oil to flow out into a separate container before taking the
actual sample. This is to ensure a representative sample.
7. When oil is judged to be representative, fill the sample bottle to
about 80%, seal tight and mark carefully.
8. Filling the bottle to 80% will allow enough agitation for the Lab
personnel when analyzing the sample.
9. If the bottle is full, wear particles and contaminants will settle in
the bottom and the sample would not be representative.
10. Use the Oil Condition Monitoring Program (OCM) labeling feature
to generate the sample labels (SAP Material No. 6000007551 –
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Label # 5163 or equivalent). This is to ensure full and correct

label information.
11. Ensure each label is adhered to the corresponding sample bottle
before being shipped to Abqaiq laboratory.
12. Ensure samples are delivered to the lab in timely manner.
5.2.2 Safety Precautions
5.2.2.1 All lubricants should be considered hazardous and the

corresponding Chemical Hazard Bulletin (CHB) should be
reviewed and understood by all employees taking samples.
5.2.2.2 To avoid contact with skin and eyes, protective gloves and
safety glasses must be worn whenever samples are taken.
5.2.2.3 Extreme care must be taken when collecting samples from hot
oil drains to avoid burns and direct breathing of fumes.
5.2.3 Oil Analysis Results
Lube oil analysis results can be viewed on the intranet under the URL:
ocm.aramco.com.sa. The user can access the program from any
workstation in the company. The web version would allow users to:
5.2.3.1 View recommendation reports
5.2.3.2 View trend reports, which provide a quick look at the last five
oil samples taken for a particular piece of equipment
5.2.3.3 Generate and print oil sample labels
5.2.3.4 Update corrective actions for oil samples that indicates

problems
5.2.3.5 View and manage their equipment lists
5.2.3.6 View minimum and maximum limits for different oils
5.2.3.7 Examine useful trending reports
5.3 Corrective Actions
Whenever an oil analysis report requests a corrective action, OCM e-mail

notification feature will be used to inform the plant foreman to take the required
action and enter it in the OCM database. The message will be escalated to the
superintendent if the action was not taken and/or not entered in the OCM
database within a certain period (to be determined by plant personnel).
Page 19 of 78
In addition, the plant foreman will also open SAP notification to schedule the
work and carry out the recommendations. Lubrication alerts should be issued as
Equipment Defect Reports (EDR’s) using SAP Malfunction Notification (Type
M2). The associated order should have the Maintenance Activity Type of: “01D
Predictive Maintenance.”
6 Proactive Programs
6.1 Troubleshooting and Root Cause Analysis (RCA)
6.1.1 Troubleshooting Responsibilities
Any equipment problem will be investigated first by operations/process

engineering and determined if it is process related or rotating equipment.
If the problem is process related, then it should be handled by operations
engineering. If process engineering determines it is not process related
then it should be directed to the closest discipline. See flow process
below.
Page 20 of 78
Notes:
1 Performance problems:
Operation reports • Operation & control
Rot. Equip. Problem • Flow, Head, Speed, ETC.
• Performance Test
2 Reliability problems:
• Component failures
Operation Engineering • Daily maintenance follow ups
• PM defects correction
Performance Yes
problem
Operation Engg.
No Start Investigation
Reliability Unit
start investigation Yes
Problem solved
Problem No No
Solved
Out Side Support
• CSD
Yes • Manufacturer
• Others
Modification Yes
Required
No
Problem solved
Operation Engg.
No Approve Modification Yes
No
Yes
Issue Report Issue Joint Report Issue Report
Page 21 of 78
The area reliability engineer should address any request for trouble
shooting rotating equipment problems. For minor problems he can ask
the senior machinist to follow up and report to him the nature of the
problem, findings, and then the engineer can recommend action to be
taken. All failures should be investigated by the area reliability engineer
and then followed up during equipment repair in the field shop. The
senior machinist can follow up on repairs when needed and can also
coordinate with the shops to determine the failure cause. It is the
responsibility of the senior machinist to make sure that all documentation
is properly filed and the cause of the failure is properly documented in
the SAP before it is passed for approval by the reliability engineer.
6.1.2 Failure and RCFA Definition
Acknowledgement: This section was adopted from Maint. BIC focus

team.
Failure can be defined as any change in a machinery component which

causes it to be unable to perform its intended function satisfactorily.
Failure Root Cause Analysis (RCFA) is a structured step by step

technique that focuses on finding the real cause of a problem and dealing
with that, rather than continuing to deal with its symptoms. Root cause
analysis is a procedure for determining and analyzing the causes of
problems in an effort to find out what can be done to solve or prevent
them. It is a process to help reliability engineers understand problem
causes well enough to achieve permanent resolution of those problems.
6.1.3 RCFA Responsibility
It is the responsibility of the area reliability engineer to conduct and

coordinate Root Cause Analysis (RCA) as per criteria listed in 5.1.4. It
is recommended that maintenance personnel (engineers, supervisors, and
crafts) take training sessions and work shop on root cause analysis in
order to have successful and meaningful participation in failure analysis.
6.1.4 Conducting RCFA
It is required to conduct RCFA for equipment as per the following

criteria:
• Critically as defined in the plant critical equipment list.
• bad actor
• the failure costs $10,000 and above excluding production loss
• Production Loss
Page 22 of 78
6.1.5 Root Cause Analysis Process
Below is a step-by-step approach to conduct Root Cause Analysis:
• Securing the Evidence(s)

This step is considered as the first step and the most important stage
in the analysis. Failure to secure the evidences of the problem as
soon as it occurs will reduce or eliminate the possibility for finding
the root cause of the problem. Plant personnel must be aware of this
crucial step.
• Searching for Facts

This step consists of two main tasks. The first task is called the
initial fact findings and calls for stating the apparent problem, listing
and inspecting all the failed parts, asking all the necessary questions
to reveal all the associated facts and establishing the condition
baseline for the failed components.
The second task is to thoroughly define the functions of the failed

components and how these components react with the whole systems
they belong to. Failure to understand the function of the components
will hinder revealing the root cause of the problem.
• Multidiscipline Experts Team Formation

It is necessary to enrich the assessment by variety of specialized
experts and highly experienced second opinions in reviewing and
analyzing the data. In most cases, determining the root cause of a
problem requires knowledge in more than one field.
• Data Analysis & Root Causes Findings

In this step, the team will focus on the data to identify the root cause
of the problem. It is a systematic approach for getting to the root
causes.
In general, the analysis process consists of four main tasks. The first
task calls for defining all the abnormal conditions that were
supported by facts. It is sometimes helpful to express these abnormal
conditions in percentages of the baseline data. In the second task, the
team will try to focus on listing all the possible causes of the failure.
This can be done by classifying the failures into the main categories
(process condition, installation problem, operating procedures
problem, design problem and components wear out). Once this is
done, the team can start on the elimination process of these causes by
starting with the most obvious causes and supporting these causes by
Page 23 of 78
the found tasks. The third step is to eliminate causes for which there
are no supporting facts. The fourth step is to state the final list of the
root causes.
• Publicizing Findings & Recommendation:

In this step, the final recommendation detailing the root causes of the
problem along with the corrective measures to prevent their
reoccurrence is issued.
• Recommendation Action Items Tracking:

This is the final step in this process and calls for tracking the
recommendation action items. This is a necessary step to make sure
that all the action items in the recommendation are followed and
implemented, otherwise the whole process and effort will be wasted.
Following is a flow diagram showing the failure analysis process:
Securing the evidence(s)
Searching for Facts
Multidiscipline Experts Team Formation
Data Analysis & Root Cause(s) finding
Publicizing Findings & recommendation issuing
Recommendation Action Items Tracking
Page 24 of 78
6.2 Bad Actors & Rework Programs
6.2.1 Definition
Rotating Equipments with frequent or costly failures shall be included in

a bad actor program. This equipment can be defined as equipment that
fail two or more times within any twelve month’s period. Equipment
failing due to human error should be excluded.
6.2.2 Tracking and Reporting
A list of bad actors equipment shall be created and maintained in the live
link or other enterprise software and also in a folder within the reliability
unit filing system. A monthly report is generated summarizing the status
of bad actors. This file also includes a summary of actions taken as well
as pending action items with regard to this list of equipment. All
minutes of meetings held with regard to bad actors is also documented
on this folder. Soft copy of all bad actor documentation also needs to be
kept under the bad actor folder in the live-link or other enterprise
software.
6.2.3 Root Cause Analysis
The bad actor equipment would be a good candidate to perform Root

Cause Analysis (RCA). The RCA should minimize the total number of
bad actor equipment in the plant and increase the availability and
reliability of the plant.
6.2.4 Bad Actor data
Bad Actor data sheet, drawing, historical data, and vibration levels shall
be maintained in the equipment folder.
6.2.5 Rework Program
The objective of the program is to avoid delays and loss of production

and effort due to repeated equipment repairs. The program is a control
method to assure the quality of the repair is done right from the fist time.
6.2.6 Rework Definition
Any piece of equipment which fails within 60 days from

repair/installation is a rework and should be indicated as rework when
opening a new work order for repair.
Page 25 of 78
6.3 Equipment Trip Reporting
Acknowledgement: This trip report is adopted from Juaymah Gas Plant.
6.3.1 Requirements for Reporting and Investigating Trips
This instruction outlines the steps to be followed whenever a critical

equipment undergoes a trip. Roles of involved areas, units and
individuals are described to ensure prompt response and thoroughness in
logging, investigating and reporting the trip. Prompt response to the trip
and investigation is necessary to ensure the accuracy of information upon
which decisions will be made. Thorough investigation is necessary to
ensure that the best overall solution is identified. Promptness and
thoroughness are fundamental for developing improvements that will
prevent re-occurrence of the trip and enhance reliability.
The guidelines described herein are to be applied after each trip.

Operations, Maintenance, Engineering and Reliability personnel should
begin their investigation as soon as possible after the trip without waiting
to receive the Trip Report form. Timing described in this instruction is
the maximum time allowed for the action described. Tasks should
always be completed as quickly as possible for maximum benefit.
6.3.2 Explanation of Terms
6.3.2.1 Trip- is an unplanned shutdown of critical equipment during

normal operation. While the term can be applied to all
equipment, the procedure described herein applies to critical
equipment as described below.
6.3.2.2 Critical Equipment- is the equipment that is necessary for

continued plant operation; as defined by the plant critical
equipment list and. This list should also be defined in the SAP.
6.3.2.3 Cause- is the principal condition, situation or action that

initiated events resulting in a trip.
6.3.2.4 Trip Report Form- is a form used to collect information

regarding a specific trip, see Appendix II. It identifies the
equipment involved, the consequences, and probable causes.
6.3.2.5 Workflow- is an automated process by using LiveLink or SAP

to report the Trips. It can be retrieved and tracked easily for
the purpose of reporting when using these databases.
Page 26 of 78
6.3.3 Equipment to be Reported
Only critical equipment shall fall within the scope of this instruction.
6.3.4 Procedure and Responsibilities
The Supervising Operator over the area where the trip occurred is
responsible for the following actions during working hours:
6.3.4.1 He is responsible for notifying the following personnel when a

trip occurs: the area Operations Foreman, Operations Shift
Coordinator, the area Maintenance Foreman, the area
Operations engineer and the Reliability engineer.
6.3.4.2 He is responsible for filling out his Part of the Trip Report
completely. Workflow will then start and the form will be
forwarded to the Operations Foreman.
6.3.4.3 He shall obtain relevant operating data for the last 24 hrs that
might be useful in determining what caused the trip, including
a computer printout of the Sequence Of Events (SOE), Alarm
History, trends of relevant operating conditions immediately
prior to and after the trip, and a copy of the Operator log book
covering the same period. Any operational upsets happened
before the trip period outside his area and might affect the
equipment operations should be mentioned in his input to help
in the trip investigation.
6.3.4.4 He shall attach all relevant data to the Trip Report form.
Note: the trip form will be processed through workflow either in the
LiveLink or SAP. A link of this form to the department website
is recommended for easy reporting, editing, and viewing.
6.3.4.5 The Operations Foreman over the area where the trip occurred
is responsible for informing the Operations Superintendent
about the trip immediately.
6.3.4.6 The Operations Foreman will also confirm that Supervising

Operator’s part of the Trip Report is completed and that
appropriate operating data is attached and to add his comments
before the end of the shift or the day that experienced the trip.
6.3.4.7 The Operations Foreman will also call for a meeting to

investigate the trip that includes the area Maintenance
engineer, area operations engineer, concerned crafts foreman,
Reliability engineer and shift supervising operator, before the
Page 27 of 78
end of the shift that experienced the trip. Responsibilities for

further action must be decided at this meeting to avoid
duplication of efforts.
NOTES:
1) The tripped equipment should be left down until the trip

preliminary investigation is completed and the equipment is safe
to be back in service.
2) When the trip occurs on weekends or after working hours, Shift

Superintendent or his delegate will call for a meeting to
investigate the trip with the Shift Supervising Operator,
Operations and Shift Coordinators, Technicians who trouble-
shooted the trip, and any other personnel that he feels a need to
attend the meeting.
6.3.4.8 The Area Maintenance Engineer or in his absence the

Maintenance on Call Craft Senior Supervisor will coordinate
the appropriate maintenance craft to troubleshoot the trip
immediately after it occurs.
6.3.4.9 Maintenance personnel will investigate and fill out their section
of the Trip Report form within two working days after the trip.
6.3.4.10 After completing their investigation, maintenance personnel

should clearly state the exact cause, if known, and what was
done to prevent reoccurrence.
6.3.4.11 The maintenance supervisor and the crafts foreman will sign
the Trip Report form and deliver it to the area operations
engineer by the morning of the 3rd workday after the trip.
6.3.4.12 The area contact process engineer is responsible for

collecting relevant information, investigating causes, and
maintaining information on trips within his area.
6.3.4.13 The process engineer will begin investigating the trip along
with the Reliability engineer as soon as he is notified of the
trip.
6.3.4.14 He will also obtain any additional information that might be

useful to the investigation within one working day after the
trip.
6.3.4.15 If the trip is not a process or instrumentation related problem,

then the Operations Engineer should follow up with the
reliability engineer who will be responsible for the trip
investigation and remedy solutions.
Page 28 of 78
6.3.4.16 He will complete his part of the trip report and sign it no later
than the 3rd workday after the trip. The Process Engineering
Supervisor will sign the trip report and it should be sent to the
Reliability Unit by the 4th workday following the trip.
6.3.4.17 The reliability engineer is responsible for determining what

caused the trip and how it can be avoided. He should make all
necessary investigation efforts to investigate the root cause of
the trip and recommends remedy solutions.
6.3.4.18 He will be coordinating equipment trip filing and maintaining a

tracking database for all recommendation and action items
taken to prevent the trip from reoccurring.
6.3.4.19 He will assign a document number to the Trip Report form, log
it into the tracking system, and inform the holder of the original
form within one working day after the trip.
6.3.4.20 He will review Trip Reports for completeness and in due time
and report to the Operations Superintendent if there are any
discrepancies or problems.
6.3.4.21 He will analyze data on Trip Reports and correlate information

to develop trends based on historical data.
6.3.4.22 He will report the number of different types of trips within any
period compared to historical averages (YTD & monthly
KPI’s). The information will be available for reporting in
monthly Trip Review Meetings, or other meetings concerned
with unit performance.
6.3.4.23 He will fill the last part of the Trip Report, sign it along with
the Reliability Supervisor and send a copy from the Final Trip
Report to the division heads by the 5th workday following the
trip.
Note: Any recommendation affecting equipment design or operating
conditions needs Engineering agreement (approval) before
implementation.
6.3.4.24 The Area Operations Superintendent will be the final approver

of the Trip Report, if he accepts the report, then the reporting
cycle is competed, otherwise, report should go back for
reevaluation.
6.3.4.25 Completed Trip Report will be available by the 6th working

day following the trip.
Page 29 of 78
6.3.4.26 The Operations Superintendent will initiate appropriate action

to start implementing long-term recommendations in the Trip
Report within six working days after the trip. The short-term
recommendations will be implemented immediately after the
trip once they are developed & approved by Engineering.
6.3.4.27 Trip Review should be discussed during the area OME

meeting. This is to review the area trip reports’ history, their
results, and the status of recommendations.
Page 30 of 78
Following is a flow diagram showing the Trip Reporting process:
Supervising Operator
Operations Foreman
Maintenance Foreman
Process Engineer Inspection unit

Process Unit
Machine shop Reliability Engineer

PC&CS Unit
Reliability Unit Supervisor
Maintenance Superintendent
Operations Superintendent Engineering Superintendent
No
Approved
Yes Archive
Page 31 of 78
7 Reliability Reports
Acknowledgement: Large part of the report and format is adopted from Ras
Tanura Refinery.
Page 32 of 78
XXXXX Department
Reliability Unit Monthly Highlights

And KPIs Report
(Month) Year
Contents:
I. Monthly Highlights
II. YTD Summary sheet
III. This Month’s KPIs.
IV. Equipment Monitoring Programs
V. Glossary of Terms
Page 33 of 78
I Monthly Highlights
Page 34 of 78
II YTD Summary Sheet
Pumps MTBF in last 12 months (Target 60 Monthly Availability (Target xx %)

Months) 101
90 100.5
85 100
80 99.5 99.2
75 99
70 98.5 98.1
65 98
60 97.5
55 97
50 96.5
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Monthly Bad Actors Count (Target xx Bad Actors) Accumulative Monthly Major Equipment Trips
16 35
14 30
12 25
10 20
8 15
6 10
4 5
2
0
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Monthly Rework Index - Plant (Target xx %)

Monthly Rework Index - MSSD (%)
5 5
4 4
3 3
2 2
1
1
0 0
0 0 0
0
Page 35 of 78
III This Month KPIs
KPI Area 1 Area 2 Area 3 Area 4 Whole Plant
Centrifugal Pumps
(Target 60)
Centrifugal Comprs
(Target 84)
Lubricated Recip.
MTBF Comprs ( Target 18)
(Months) Motors
(Target 180)
Turbines
(Target 60)
Fin-Fans
(Target 36)
Availability %
Availability
Year TARGET
Bad Actors
Bad Actors
Year TARGET
Plant Rework %
Year TARGET
Rework
MSSD Rework %
Year TARGET
Major Equip. This Month Trips

Trips YTD Trips
Monthly Cost
Total Rotating
Equipment YTD Cost
Repair cost
Year TARGET
Page 36 of 78
Failure Analysis Details:
Equip. Days out of

Problem Description Root Cause Corrective Action Date of Cost $ M
( WO No ) Service
Breakdown
Rework Details:
Original Corrective
Date of
Equipment No. Rework Details Repair Repair Cost
Rework
Org. Org.
Major Equipment Trips Details:
Equipment Trip Trip Trip Cost Corrective Actions

Cause of Trip
No. Date Category M$ Taken
Page 37 of 78
IV Equipment Monitoring Programs

Off Line Vibration Monitoring Status
Division Survey Alerts
Total Equip Completed Overdue Result from YTD Pending
Survey Drop in
Area 1
Area 2
Area 3
Whole Plant
Lube Oil Monitoring Status

Division Survey Alerts
Total no of Completed Overdue This Month YTD Pending
samples
Area 1
Area 2
Area 3
Whole Plant
V Glossary of Terms
Mean Time Between Failure (MTBF): The average amount of time in months a piece
of equipment runs between failures. Its calculation is based on the total number of
running portion of the equipment population divided by the total number of failures for
the given time interval. MTBF for un-spared equipment is calculated using the entire
population.
MTBF = (No. of running rotating equipment / No. of rotating equipment Techoed/Completed

WOs during last 12 months) X 12
Note: Area reliability engineer should verify that MTBF only covers work orders PM01 with
Notification type M2 associated with a malfunction, or M1 associated with a replacement of
worn part. The dates of break down and return to service should be recorded in the
notification. He also should verify that all failures or age related repairs are accounted for.
Notification type M2 should be used for equipment which failed and the shutdown was
unplanned for. M1 notification should be used where the shut down and repair work was
planned for, in order to replace worn or defective components or equipment which were
detected during Preventive or Predictive Maint inspection.
Page 38 of 78
Accumulative Major Equipment Trip: The total number of major equipment

emergency shutdowns as of January of the current year.
Bad Actor: Any piece of rotating equipment that fails two or more times within any
12-month period.
Availability: Is defined as the readiness of any piece of equipment to be placed in

service at any given time. This index is kept for major/critical and sub-critical
equipment and is calculated as follows:
Availability Index = (365 - Number of break down days) / 365 X 100
Note: T&I activities are not included in break down days.
Rework Index: Is defined as the failure of any piece of equipment within 60 days
following a repair/installation. A new work order must be issued to address every
rework. The monthly index is calculated as follows:
Monthly Index = (No. of Rot. Equip. month reworks / No. of Rot. Equip. month WOs) X 100
Days out of service: Total number of days equipment removed from service for
maintenance work.
Drop in Alert: Alerts which resulted from a sudden break down. This does not
include alerts which were issued due to a problem found during a scheduled routine
survey.
Overdue: Equipment which where scheduled for survey, however, the survey was not
completed in the due month.
Pending: Equipment which was issued a recommendation but is still waiting

execution.
Page 39 of 78
8 History Log and Document Filing
8.1 Documentation & Filing
Recording and documenting equipment history is essential for trouble shooting

and finding the root cause of a failure or predicting an expected malfunction.
The record should include all information related to the failure including:
8.1.1 Relevant machine condition and symptoms before and during the failure.
Add supporting data such as vibration spectrums, bearing temperature,
process data, etc.
8.1.2 Condition of failed components. Add photo of damaged parts or foreign

objects.
8.1.3 List possible causes and root cause of failure if identified.
8.1.4 Action taken, repair done, which parts are replaced, completed QA
forms.
8.1.5 Condition of the machine after return to service.
8.1.6 Copy of any recommendation or report issued with all data attached.
8.2 Utilize SAP to Log History Record
SAP has many features which can be utilized to store history records in a
narrative and coded format to classify type of failure modes, component failed,
and causes. Any reports and photos can also be scanned and added under the
equipment in question in SAP structure. Entering failure codes will make
statistical analysis of failures history much easier and more effective. Also, it
will make it quicker and easier for any one to access history information and
related data from SAP for any equipment when it is needed.
Use SAP notification (IW22) to enter history and use transaction ZI0110 to
generate history reports as illustrated in Appendix V.
The correct maintenance activity type associated with the work order should be
entered. Work orders PM01 associated with maint activity type 1A is issued for
working on equipment because of sudden failure. PM01 with maint activity type
1C is for working on equipment to correct a problem found during a scheduled
PM inspection, or activity type 1D for problems found during Predictive Maint
activity. This helps segregate reactive maintenance type work orders from
predictive maint type work orders. See SAP Procedures Appendix V.
Note: Non compliance to enter history reports in SAP will impact BIC indices.
Page 40 of 78
8.3 Responsibility
History record for maintenance activities can be entered by area maintenance

(Planner, field Area Supervisor), however, the history must be reviewed and
approved by the reliability unit engineer for any equipment failure.
HISTORY PROCESS
Create
Notification
Approve
Notification History Flow
Reviewer changes Status
to (MRJT)
Enter
Complete
Maintenance
Notification
History
No
Enter History History

Upon Work inEnsure history
the Notification
Increase
accepted
the
by
quality of the
Completion & Change User Status
entered reviewer
entered history
to (HISE/HISN)
Maint. Engr.
Craft Frmn.
Yes
Proponent
Complete Yes Accepted Reviewer Changes User
Notification work Status to MCOM
completion
Opt. Frmn.
No
Proponent Changes User
Status to JINC
Courtesy of BIC Maintenance Team, Abqaiq Plants
8.4 Equipment Information Database
8.4.1 Filing
Documentation of equipment database is recommended to be organized

as per the flow chart shown in Appendix IV. It shall be done on
electronic softcopy to ease the search process.
8.4.2 QA Forms
Quality assurance forms are essential to ensure the quality of the task
handled by maintenance craftsman. In addition, it is considered as a
tracking history data for the last job performed in a particular machine in
terms of final alignment readings, clearances,……etc. It will also help in
diagnosing equipment malfunction by eliminating suspected causes
when verified against documented check up and repair history.
Documentation should be maintained and filed for all works done
Page 41 of 78
whether in the field or in the shops. QA forms completion is craftsman

and the area supervisor responsibility. If the work is done in a facility
outside the plant then it is the reliability senior machinist responsibility
to collect and file the forms.
9 Appendices
I Example of PM interval setting
II Trip Report
III Filing
IV QA Forms
V SAP Procedures
VI Vibration Alert form
Page 42 of 78
APPENDIX I
PM Interval Setting
Example
Assume that the following 10 life data points (in years) were collected on a piece of equipment:
5.6, 5.4, 5.2, 5.7, 5.2, 5.0, 4.6, 4.3, 4.6, 4.4
The mean or average life (µ) =

(5.6 + 5.4 + 5.2 + 5.7 + 5.2 + 5.0 + 4.6 + 4.3 + 4.6 + 4.4) / 10 = 5 years.
The standard deviation (σ) =
Σ (Xi - µ )2
SQRT ( ----------------- ) where N= number of data points = 10
N -1
Σ (Xi - µ )2 = (5.6 - 5 )2 + (5.4 - 5 )2 + (5.2 - 5 )2 + (5.7 - 5 )2 + (5.2 - 5 )2 +

(5.0 - 5 )2 + (4.6 - 5 )2 + (4.3 - 5 )2 + (4.6 - 5 )2 + (4.4 - 5 )2 = 2.26
2.26
Standard deviation, σ = SQRT ( --------- ) = 0.5 years
10 -1
Based on the collected data, the PM interval should be set as follows:
PM interval = Mean life – 2 X Standard deviation

= 5 years – 2 X 0.5 years
= 4 years
Page 43 of 78
The following graph is a graphical illustration of the concept.
PM Interval Setting
H i s to g r a m o f L if e R an g e
7
5
Frequency
0
0.0 2 .0 4 .0 4 . 5 5 .0 8 .0 1 0 .0
L ife R a n g e ( y e a r s )
σ
St. Deviatio n, (σ)
2σ
Σ (X i – µ )2
Me an life of Equip. (µ)
σ= --------------
N -1
Page 44 of 78
Appendix II
Critical Rotating Equipment Trip Report Form
Date:
3/16/2005 Time: Equipment Downtime:
Plant: Equipment No. Equipment Name:
First Alarm Received:
Other Alarms:
Trip Initiated:
SUPERVISING OPERATOR
Manuallly ESD (Automatically)

Trip Results:
Personal Injury Fire Equipment Damage Product Loss Others None
Primary Cause:
Human Error Electrical Mechanical Instrument Others
Possible Causes (if unsure)
Electrical Mechanical Instrument
Describe Process condition & Sequence of events:
Action Taken and any recommendations:
Reported by Supervising Operator:
Login ID Date:
Review/Comments by Operations Forman:
Login ID Date:
Page 45 of 78
Primary Cause:
Action Taken or recommendation by Area Maint. Supervisor:
Login ID: Date:
Action Taken or Recommendation by Area Maint. Engineer:
Login ID: Date:
Primary Cause:
MAINT.
Action Taken and any recommendations by Area Process Engineer:
Login ID: Date:

Action Taken and any recommendations by Process Control Engineer:
PROCESS ENG.
Login ID: Date:

Primary Cause:
Possible Causes (if unsure)
Electrical Mechanical Instrument
Root Cause:
RELIABILITY
Bad Actor Equipment: Yes No
No. of Trips on the current month: Last Trip was on: No. of trips YTD:
Recommendation:
Reported by Reliability Engineer: Reviewed By Reliability Supervisor:
Login ID: Date: Login ID: Date:
Maintenance Superintendent: Login I D: Date:

HEADS
Engineering Superintendent: Login ID: Date:
Operation Superintendent: Login ID: Date:
Page 46 of 78
APPENDIX III
Program
Filing Index
Plant (Area) Programs
Plant A Plant B Quality Condition Failure Bad Actors Quality Circle Recommendati Reports
Assurance Monitoring Analysis Reports Folder on Tracking
forms Reports
Equipment Equipment Monthly

Tag # Tag # Vibration Reports
Equipment Equipment Trip

Data Sheet Data Sheet OCM Reports
Equipment Equipment
Cross Sectional Cross Sectional
Drawings Drawings
Performance Performance
curves curves
Equipment Equipment
P&ID’s P&ID’s
Operating Operating
Parameters Parameters
Spare Parts Spare Parts
Program Program
Page 47 of 78
APPENDIX IV
QA FORMS
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REPAIR AND QUALITY FORMS
Compressor Repair Forms

Centrifugal Compressor Repair Sheet.xls
Motor Repair Forms

MSSD High Voltage Motor Data Sheet
MSSD High Voltage Motor Data Sheet.pdf
Vertical Motor Mechanical Overhaul Checklist.dot
Vertical Motor Mechanical Overhaul Checklist.pdf
Vertical Motor Rotor Runouts & Balance Sheet.dot
Vertical Motor Rotor Runouts & Balance Sheet.pdf
Vertical Motor Static & Dynamic Test Sheet.dot
Vertical Motor Static & Dynamic Test Sheet.pdf
Pump Repair Forms

End Suction, Element Assembly Runout Form
End Suction, Element Assembly Runout Form.pdf
Mechanical Seal Overhaul Checklist
Mechanical Seal Overhaul Checklist.pdf
Single Stage, Double Suction, Axial Split, Horizontal Pump.doc
Single Stage, Double Suction, Axial Split, Horizontal Pump.pdf
Single Stage, Double Suction, Element Assembly Checklist.doc
Single Stage, Double Suction, Element Assembly Checklist.pdf
Single Stage, Double Suction, Radial Split, Horizontal Pump.doc
Single Stage, Double Suction, Radial Split, Horizontal Pump.pdf
Single Stage, End Suction, Centerline Mounted Process Pump.doc
Single Stage, End Suction, Centerline Mounted Process Pump.pdf
Sundyne Pump Rotor Runout Sheet.doc
Sundyne Pump Rotor Runout Sheet.pdf
Sundyne Vertical Pump Repair Form.doc
Sundyne Vertical Pump Repair Form.pdf
Steam Turbine Repair Form

General Service Steam Turbine Test Report.dot
General Steam Turbine Repair Form.dot
MSSD Internal Parts Order Form
Multi-Stage Steam Turbines SA 8694.pdf
Small Turbine Rotor Runout Form SA 8750.pdf
Steam Turbine Repair Record SA 8752.pdf
https://livelink.aramco.com.sa/livelink/livelink.exe?func=ll&objId=2004729&objAction=browse&sort=name
Acknowledgement: These Forms were adopted from Mechanical Services Shops Dept.
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Vertical Shaft Equipment QA field check up form
Vertical Unit QA.doc
Horizontal Shaft Equipment QA field check up form
Horizontal Motor
QA.doc
Motor QA field check up form
Electrical Checklist
QA.doc
Courtesy of Ras Tanura Terminal Department
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APPENDIX V
SAP PROCEDURES
Courtesy of Corporate Maintenance Systems SAP team
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This part highlights many useful tools, reference and Links that are available under Corporate Maintenance
System Website
I- SAP Plant Maintenance Assistant Tool
II- SAP Users Guides for Notifications
III- SAP PM E-Learning Courses
IV- Best Practice recommendations in the use of the SAP PM system
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I- SAP Plant Maintenance Assistant Tool
PM Assistant Tool is a Web interfaces to SAP PM Transactions. It was developed by

Corporate Maintenance System to give the users an overall picture of the important
steps within the order workflow process. This Web interface tool provides the
following features:
• Allow logical and business oriented interfaces to Plant Maintenance via the Web.
• Provide Help and training – built-in to the Web interface.
• Highlight the recommended best practices at important stages of the workflow
process.
This tool is available under website http://cmspm.aramco.com.sa/ as shown below
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If you select PM Assistant, the following screen will appear
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Select PM Assistance for the Notification/Work order and following screen will
appear to show the overall picture of the work order process:
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II- SAP Users Guides for Notifications
Another source of training is reading the SAP PM User Documentations which contain
the actual Training modules for important transactions used to enter repair History. The
following is a list of important training modules related to notification that are available in
the website. The focus should be on Malfunction report notification (type M2).
1- PM-TRM-IW22-08-Complete Notification
2- PM-TRM-IW22-D-Enter Notification History
3- PM-TRM-MCI5-PMIS-Damage Analysis Report
4- PM-TRM-MCI7-PMIS-Breakdown Analysis Report
How to access these User Training Guides
From the training link under CMSPM Website, select SAP PM User Documents
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The following screen will appear
The above mentioned Users guides are located in three of the listed folders
• The PM-TRM-IW22-08-Complete Ntfcn user training guide is under PM Notification Processing
Creation and Approval folder.
• The PM-TRM-IW22-D-Enter Notification History user training guide is under the PM Notification
Processing History folder.
• The PM-TRM-MCI5-PMIS-Damage Analysis Report and the PM-TRM-MCI7-PMIS-Breakdwon
Analysis Report user training guides are under PM Information Analysis II folder.
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If one of these folders is selected, the following common screen will appear
Select Modules. The system will list all Users Tanning Guides will appear under the selected
folder.
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As an example, the screen blow shows the list under PM Notification Processing History
folder. The users Tanning guide for PM-TRM-IW22-D-Enter Notification History can
be selected from the list.
You can select the PM-TRM-IW22-D-Enter Notification History
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III- SAP PM E-Learning Courses for Notifications
Another source of training is accessing the SAP PM e-Learning which contains demo of
important transactions used to enter repair History. The following is a list of these e-
Learning courses related to notification that are available in the website. The focus should
be on Malfunction report notification type M2.
1- Create Malfunction Request

2- Change Maintenance Request
3- Change Notification using List editing transaction
4- Completed History Approved Notification
5- Enter Notification History
6- Update Notification History
How to access these User Guides
From the training link under CMSPM Website, select SAP PM User Documents
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Regarding the Training – please view the following:
1) http://cmspm
2) Select Training
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The following screen will appear:
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Select SAP PM E-Training
You have two areas to select: PM NP-01: Notification Processing: Creation &
Approval or PM NP-02: Notification Processing: History
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1 - If you select PM NP-01: Notification Processing & Approval. The following screen will appear:
Select item 2 for Create Malfunction Request

Select item 5 for Change Maintenance Request
Select item 6 for Change Notification using List editing transaction
Select item 11 for Completed History Approved Notification
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2 – And if you select other area PM NP-02: Notification Processing: History, then the following
screen will appear:
Select item 6 to Enter Notification History

Select item 7 to Update Notification History
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IV- Best Practice recommendations in the use of the SAP PM system
The Corporate Maintenance Systems Webpage http://cmspm contains a link to a page

where Best Practice recommendations are made with regard to the use of the SAP Plant
Maintenance System. To reach this page, please do the following:
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Click on Best Maintenance Practice
The Best Practices will be added as new requirements are encountered. At present, the
following Best Practices are present on this page:
1. The Best Usage of the Order Type and Maintenance Activity Type to identify Proactive and Reactive
Maintenance Work.
2. How to deploy Predictive Maintenance recording within SAP
3. Entering Repair History and Analysis of this History
4. Making use of the ABC Criticality Indicator
5. How to attach Electronic Documents to the SAP Equipment Record
Corporate Maintenance Systems

http://cmspm.aramco.com.sa
Page 67 of 78
Attaching a history document in SAP
Acknowledgement for this practice to Uthmaniyah Gas Plant
Best Practice in the Usage of SAP PM - Attach Electronic Documents to Equipment Record
SAP Plant Maintenance system has a feature of attaching Electronic

Documents to the Equipment Record held in SAP
The same procedure can be used to attach electronic documents to

Notifications, Work Orders, Work Centers, Functional Locations, etc.
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By following this practice, it is possible to organize and store all related items in
one single place.
Attached, is an example of this Best Practice for keeping Electronic attachments

to the Equipment Record – some of the items they store with the Equipment
includes:
· Technical Specifications
· Drawings
· Calibration Information
· Manufacturer Notes and Recommendations
Other attachments you can store includes, Web Site addresses, Word
Documents, Excel Spreadsheets, etc. - although you can attach any type of
document, the preferred format is Adobe Acrobat due to its compact size.
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APPENDIX VI
CONSULTING SERVICES DEPARTMENT
Equipment Vibration Alert
Reference No.___________
Plant: Equip. Tag No. Date:

Equip. Description:
Vibration Assessment:
High vibration levels were recorded on the subject equipment. The highest level was
As compared to the following criteria:
Accepted Level: Alarm Level: Shutdown Level:
The main frequency components of the vibration signal are:__________________________________

This type of vibration signature is usually an indication of:
_____________________________________
____________________________________________________________________________________________
Possible Causes:
The following are possible causes of the recorded high vibration:
¾ _______________________________________________________________________________________
¾ _______________________________________________________________________________________
¾ _______________________________________________________________________________________
Recommendations:
The following action items are recommended:
¾ _______________________________________________________________________________________
¾ _______________________________________________________________________________________
¾ _______________________________________________________________________________________
General Note:
It is very important to realize that vibration assessment is by no means a replacement for visual inspection
and proper field troubleshooting. The objective of vibration monitoring is to flag potential problem areas,
hopefully early enough before they become very expensive. Wife a vibration alert is received it is always
recommended as a first step to verify if the equipment is being operated as rated: e.g., correct flow and
head. As a second step, all basic checks and visual inspection should be conducted for a
comprehensive and complete assessment of the equipment condition. However, there should be no
hesitation to request for more sophisticated vibration analysis to further assist in the troubleshooting of
complicated problems.
Data Collected B Analyzed B Approved B
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Revision Summary
29 June 2005 New Saudi Aramco Best Practice.
Page 78 of 78

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Best Practice

SABP-G-008 31 July 2005

Previous Issue: New Next Planned Update: 1 August 2010

The purpose of this procedure is to establish guidelines and procedures for

1.4 Conflicts with Mandatory Standards

1.6 Saudi Aramco References

Best-In-Class (BIC): refers to being recognized as a world leader in achieving

Breakdown Strategy: means that no corrective action is taken on an equipment or

Operation, Maintenance, Engineering group (OME): is a team that consist of key

Preventive Maintenance Program (PM): is defined as the servicing of equipment or

Predictive Maintenance Program (PdM): also known as “On condition” strategy, is

Proactive Maintenance Program (PaM): is the organization around full protection of

Reliability Centered Maintenance (RCM): is a systematic process of preserving a

Availability: Readiness of any equipment to be placed in service at any given time.

MTTR: Mean time to repair.

OCM: Lube oil condition monitoring program.

IDP: Individual development plan.

3.1 Unit Function

Area 1 Area 2 Senior Technical

Vibration Vibration Senior

3.2.1 Reliability Unit Supervisor

The Unit Supervisor duties will include the following:

3.2.1.1 Administrative duties

Be responsible for the unit operating plan, budget, review cost

3.2.1.2 Technical duties

the desired targets. Disseminate maintenance reliability

3.2.2 Area Reliability Engineers

A rotating equipment engineer with good experience shall be

• Investigate trips on critical equipment to identify root causes and

3.2.3 Senior Reliability Engineer

A senior reliability engineer will take charge of overall plant reliability

3.2.4 Senior Machinist

documented and filed properly. Assist field personnel on difficult

3.2.5 EMP Vibration technician

A vibration technician is assigned for each area to collect periodic

3.2.6 Senior Vibration technician

A senior vibration technician will act as a lead vibration technician to

The PM administrator is preferred to be with a competency of planner I

from the SAP. All PM activities including scheduling will be planned

3.2.8 Senior Electrician

• Assist the Reliability Engineers in troubleshooting when needed.

3.2.9 Process Control Senior Technician (PCST)

• Assist the Reliability Engineers as requested, to review the history

4.1 Selection Criteria of run-to-failure Strategy

Run-to-failure Strategy means that no corrective action is taken on an

4.1.1 Selection Criteria

4.1.1.1 This strategy is selected when other strategies are considered

4.1.1.2 Equipment selected for a run-to-failure strategy should be non-

4.1.1.3 Equipment size should be below 10 HP.

4.1.1.4 Breakdown of equipment does not affect critical or major

4.1.1.5 Cost of conducting other strategies is more than breakdown

4.1.1.6 Selection Decision should involve cross discipline plant

4.1.1.7 Break down of equipment does not jeopardize safety and

4.2 Selection of Maintenance Preventive (PM) Strategy

Preventive Maintenance Program Strategy is defined as the servicing of

4.2.1 Selection Criteria

4.2.1.1 History of failure pattern indicates wear out (age-related

4.2.1.2 Cost of PM activities is not more than breakdown cost.