On the way to optimal asset performance at Oiltanking

Oiltanking is a fast-growing organization. Continuing to deliver a world‑class response to market developments requires changes in the maintenance organization and processes. Stork Asset Management Solutions has taken up the challenge of optimizing Oiltanking’s asset performance. In recent months the two companies have worked hard together on an integrated project plan, which has now been rolled-out. A coordinated range of measures covering maintenance management, business processes and integrity management have been developed, and are now being implemented in phases. The ‘new’ maintenance organization is scheduled to be fully operational by the beginning of 2010.

Oiltanking is one of the world’s largest independent oil, gas and chemicals storage companies. It has 62 terminals in 20 countries, with a total storage capacity of more than 13 million cubic meters. Oiltanking Stolthaven Antwerp (Belgium) is one of its biggest terminals. The company has called on Stork to help it prepare for the future. “The reasons for choosing Stork are its historic links with Oil & Gas, its physical presence in the Port of Antwerp, and a proven track record in maintenance and business process management solutions”, explains Huib Jansen, managing director of Oiltanking. “As well as that, Stork is one of the few global players, perhaps even the only one, with the capability of providing a total package of services relating to asset management solutions. In other words, a unique proposition.”

Total Asset Performance Audit
To come up with the right solutions to Oiltanking’s requirements, Stork first carried out a Total Asset Performance Audit. “Our professionals held on‑site interviews and carried out a site tour, each based on their own specific areas of expertise but with the same ‘company’ perspective”, says Werner van Acker, business manager of Stork Asset Management Solutions Belgium. “The aim was to get a total overview, including the applicable legislation and regulations, existing permits and the overall operational situation. Then we set up a steering group, with representatives of both Stork Asset Management Solutions and Oiltanking, to support and supervise the project.”

Integrated package of measures
The result was that an integrated package of measures was defined jointly with Oiltanking, to be implemented in phases in the coming years. The basic conditions for the project have now been defined, including attention for the roles and responsibilities of those involved and a specification of the expectations for the Computerized Maintenance Management System, Rimses. A new Maintenance Engineer will also be recruited, and Stork will act as coach for job familiarization and training of the Maintenance Engineer. In this phase, knowledge and best practices will be embedded in the maintenance organization. Knowledge transfer and setting up the maintenance services are central elements in this process, during which the main challenges are plant management and implementation of the selected and developed maintenance concept.

Mindsetting
“Setting up a different kind of maintenance organization based on a long-term vision requires a new mindsetting”, says Werner van Acker. “The Oiltanking people can see that the present results are good, so why should you change the maintenance organization? That’s the challenge as far as we’re concerned. Working practices and procedures which have been established for years at Oiltanking have to be changed. Resistance has to be overcome by highlighting the benefits of change. That means communication about why these changes are needed is essential. It’s up to us to show that there’s a different – and above all better – way to do things, by making use of our knowledge, experience and best practices. On that basis we can create a tailor-made solution, which will ultimately optimize the asset performance. We provide Oiltanking with advice and support in this process of creating awareness, for example by means of training and performance monitoring. We translate our best practice templates to match the everyday situation at Oiltanking. That leads to more professional, standardized working methods. Which is how we’re working together on continuous improvement.”

Integrity of storage tanks and pipelines
Oiltanking also needs to have assurances about the integrity of its storage tanks and pipelines. To meet that requirement, Stork has taken effective steps by defining and implementing periodical inspections, which allow potential faults to be identified before they occur. This allows Oiltanking to get more out of its installations in terms of availability, safety and environmental performance. As well as that, it’s important to ensure that all the available knowledge and information are embedded in the organization. Technical documentation has to be secured in a business process management system. This will allow day-to-day maintenance to be updated effectively where and when necessary. And that in turn allows the step to be taken towards (more) preventive maintenance, which reduces the number of unexpected faults, and at the same time increases the availability and extends the lifetime of Oiltanking’s assets. Stork provides support in all these areas. “Another important advantage is a reduction in maintenance costs”, adds Werner van Acker.  

Embedding
The maintenance plans will be further detailed and implemented during 2009. The workflow, the first-line maintenance and the optimizing of the materials management are among the issues to be addressed during this transitional period. This will finally be followed by the fourth and last phase, comprising the finalizing of the installation and embedding a continuous improvement system. The aim is to use a number of audit tools to continuously review and improve the role and performance of the maintenance organization.

Continuous focus on optimization
Van Acker is happy with the partnership with Oiltanking. “We’re partners, and we communicate on the same wavelength. We also learn from each other. The joint mix of knowledge and experience will ensure that the project is a success. For Oiltanking, the project will be successful if it results in a longer lifetime of the tanks, and if a modern maintenance organization is in place within the next few years using a functional reporting system. As well as that, the maintenance organization should be set up in a way that brings a uniform approach to the maintenance processes. And that makes it clear which form of maintenance – preventive and corrective – is needed. In brief, an effective and efficient maintenance organization, that meets all the applicable legislation and regulations in relation to safety and the environment. In other words an organization with a ‘license to operate’, and one that works continuously on optimization. As far as we’re concerned, the project will be a success when we’ve once again proved that our best practices always – at Oiltanking and anywhere else – create the right basis for success. This will enable Oiltanking to take a big step forward and significantly strengthen its market position. The project will also serve as an example for the other terminals operated by Oiltanking.”