In 2011, PolyOne embarked on a journey to transform our operations through a program we termed the PolyOne reliability program (PRP). The goal of the program was to improve operational supply reliability to our customers through improved on time delivery and increased facility longevity while maintaining world-class safety standards. In addition, significant effort was placed on best practice sharing, increased operational equipment efficiency (OEE) and the reduction of maintenance related expenditures.
A strong business case was developed with executive leadership engagement that facilitated buy-in throughout our organization, which at the time consisted of 46 sites. Through extensive benchmarking and utilization of Lean Six Sigma skills and resources, we identified performance gaps and developed an implementation strategy to address them. The rollout plan, known as the "playbook," was in the form of waves, where a group of sites were brought together for one week of training and then returned back to begin the transformation at their respective locations. Sites took ownership and responsibility for their implementation plan and were supported by corporate to ensure consistency and speed of execution.
In 2013, PolyOne added over 30 additional sites through a series of acquisitions. With the PRP wave implementation strategy and related action plan, we have been able to quickly incorporate these new locations. We now have 55 sites implemented with three more waves planned within the next year that will result in the complete integration of our organization.
LOOP LLC is a crude oil pipeline and storage company with onshore and offshore facilities in southeastern Louisiana, connected to a significant portion of our nation's refineries. We can store over sixty million barrels of crude and transport in excess of one million barrels per day at rates up to one hundred thousand barrels per hour.
Since 2011, LOOP has created and followed a new vision of becoming "Market Driven and Operationally Excellent." After developing related strategies and tactical objectives, we've determined the two go hand in hand. The uptime or availability of assets is certainly one component of our business that touches both aspects of our vision. Our related, proactive asset and work management programs have changed our culture through the implementation of reliability centered maintenance best practices. Our Oracle OWAM CMMS system went live in 1999, and predictive technologies and condition-based monitoring initiatives have been phased in and enhanced since then.
The results have been rewarding, as we achieved 99.75 percent uptime on our main oil line assets in 2013 and have exceeded 98 percent for over five years. In 2013, we realized a four year low in ad hoc repair cost, which and are trending down in 2014. Less reactive repair work has allowed an increased focus on proactive work which has facilitated a work, order backlog reduction to four weeks for both onshore and offshore maintenance crews. Results are proving to be sustainable.
Work management guidance is documented and implemented through LOOP's Maintenance Policies and Procedures Manual. This manual includes high level and detailed roles and responsibilities of the organization, as well as instructions for our maintenance reliability processes. This guidance document also covers the regulatory requirements and details of our facility management of change process.
Maintenance planners & schedulers plan 100 percent of available maintenance manhours. Weekly and daily schedules are created with stakeholder input on priority, then distributed for review and execution. LOOP's preventive maintenance procedures address asset failure modes and defect detection. They provide guidance to the technicians for ensuring desired outcomes and repeatability. The reliability group is responsible for the execution of the predictive maintenance program. LOOP utilizes thermography, vibration, ultra-sound, oil analysis, PdMA electric motor testing and partial discharge among other technologies. KPIs and metrics are used for monitoring and managing asset health.
Our operator care program consists of a detailed operator checklist, which field operators use to note the device location, actual versus expected readings and a plan of action if expectations are not in tolerance.
LOOP stores some critical spare components in on-site warehouse facilities, and outsources the balance of off-site, climate controlled storage.
These proactive processes have assisted LOOP in becoming successful in our work and asset management programs. With an embedded culture and focus on "Getting it Right" and a passion for "Continuous Improvement," LOOP continues its journey towards operational excellence.
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