Tools & Methods across all projects

• SAP Enterprise EAM (PM plans/items, task lists, strategy scheduling, IP/IA/IW transactions), GE-APM Asset Performance (strategies/criticality), POWER BI dashboards (QA/QC & audits), Engineering document management (P&IDs/isometrics), Master Data Management (C/U/D intake), Excel.

• Technicalities: strategy planning, finish-start with offsets, PRT/checksheet attachment, Sort-Field governance, linked-object migration, DNU protocols, sample testing & PIR.

project #1. Preventive-Maintenance Item & Plan Development

a) Main Problem & Scope

• PM coverage was fragmented: many assets on legacy single-cycle plans, inconsistent task lists/long texts, missing/test resource (PRT) links, and weak linkage to outage windows.

• Critical classes—pumps, heat exchangers, fired heaters, coke drums, fractionators, turbines, motors—lacked a unified, strategy-controlled approach (intervals, relationships, vendor gates).

b) Objectives & Targets

• Build a strategy-controlled PM foundation that automatically “spits out” notifications/WOs at the right horizon.

• Create/align plans and items to multi-year strategies (e.g., 5/10-year overhauls, 4-year outage tasks, 6-month oil changes).

• Embed task relationships and PRTs/checksheets to reduce release errors and improve auditability.

c) My Actions

• Developed 126 long-term PM plans across 66 assets (pumps/exchangers/fired heaters/coke drums/fractionators/turbines/motors).

• Added 35 new pump items to codify 10-year vendor overhauls (with NDE such as casing-thickness checks/HVOF options) and 6-month oil-change cycles.

• Converted legacy single-cycle content into strategy plans; standardized titles, scope texts, and strategy codes; ensured every plan had a Sort Field.

• Attached PRTs and checksheets; cleaned long text (online/offline constraints, references) and made conditions explicit.

• Built predecessor/successor relationships for 540 maintenance items, with finish-start links/offsets so manual step progression is enforced at WO release.

• Consolidated umbrella PMs for valve/flow/level scopes; merged ignition valves vs. solenoid shutoffs by lifecycle (5/10-year packages) and harmonized nuclear vs. bubbler level-measurement maintenance.

• Pre-scheduled near- and long-range scopes (e.g., exchanger tube-bundle cleaning in nearer windows, replacements in longer windows), coordinating vendor presence at outages.

• Scheduled safety-critical inspections well ahead of turnarounds (e.g., ~18 months), staggered weekly for load-levelling.

d) Results

• Strategy-driven release with correct relationships/PRTs and clean scope texts → fewer mis-calls, fewer task-release errors, and cleaner audits.

• Pumps now run on a predictable 10-year overhaul + 6-month oil-change cadence (via 35 items), improving reliability and planning discipline.

• 540 graphically-linked items enforce the right execution order at release, reducing delays and hand-off ambiguity.

• Long-range scopes are pre-positioned against outage windows, improving vendor readiness and minimizing last-minute scope churn.

project #2. Asset-Hierarchy Master-Data Improvement

a) Main Problem & Scope

• Functional-location (L2–L6) and equipment mappings were inconsistent (duplicates, mislabels, deletion-flag nodes still referenced by active task lists).

• Incomplete Equipment IDs and uneven Sort Field usage degraded reporting, routing, and scheduling.

b) Objectives & Targets

• Correct hierarchy from plant level down to equipment/subassemblies; align catalogue/ABC, planner group, plant section, cost center, and Sort Fields.

• Reconcile asset-performance (strategy/criticality) and EAM records to a single source of truth.

• Stage bulk Create/Update/Delete (C/U/D) changes with linked-object migrations (PMs/notifications/WOs/task lists) before retiring old nodes.

c) My Actions

• Assessed 5 compressor families, validating 1,114 pivot/validation entries (first-sheet counts) to standardize FLOC/EQ mapping and Sort Field conventions.

• Built a remediation plan for 252 functional locations flagged for deletion but still referenced by active task lists (designed replacement TLs and updates to items/plans).

• Maintained a master-data tracker with 88 active change items (worklist + updates).

• Fixed 88 item↔task-list system-condition mismatches; added Equipment IDs to 93 items to strengthen traceability and WO routing.

• Planned linked-object migrations for PMs, notifications, WOs, task lists to the corrected hierarchy before retirement; prepared C/U/D packages for data-management intake; coordinated sample testing and post-implementation review.

• Converted legacy single-cycle plans to strategy-controlled plans; executed DNU (deactivate) protocol safely where applicable (disconnect TLs, remove Sort Field, document call history).

d) Results

• Clean hierarchy with 1,114 validated lines across 5 compressor families; 252 deletion-flag nodes remediated so no active TL references are left hanging.

• 88 mismatches resolved + 93 Equipment IDs added → improved WO routing, asset history, and reporting fidelity.

• C/U/D packages and migration plans reduced rework and prevented broken references during retirement of obsolete nodes.

• Strategy conversion improved horizon calling and made future scheduling more predictable across units.

Project #3 — Scheduling Control & Turnaround Readiness

a) Main Problem & Scope

• Thousands of preventive-maintenance plans were missing Sort Fields, and adding a Sort Field to a plan that was already scheduled could back-activate from its last scheduled date, generating retro-dated work orders and cross-area noise.

• Safety-critical trip checks and outage PMs lacked a consistent cadence, safeguards, and verified tag coverage.

b) Objectives & Targets

• The goal was to eliminate the missing-Sort-Field exposure and prevent unintended activations and floods of retro work orders.

• We aimed to institutionalize standard cancellation/audit templates and add “do-not-release” safeguards where appropriate.

• We set out to stand up a repeatable trip-check program covering ~31–33 control/safety tags per heater on a ~4-month cadence and to align outage scopes (e.g., steam & drain assist) on 4-year cycles.

c) My Actions

• Reviewed 1,500+ plans and reduced the missing-Sort-Field backlog from 1,756 to 153, with progress tracked in Power BI.

• Controlled fallout precisely: I allowed 16 legitimate plan activations, triaged 37 scheduled work orders, removed Sort Fields on 19 mis-assigned plans, and canceled 332 retro-dated work orders.

• Standardized the cancellation long-text with date-stamped rationale and applied correct revision codes to preserve a clean audit trail.

• Migrated heater trip checks to a program-managed ~4-month cadence, used “do not release immediately” where needed, and verified ~31–33 tags per heater (flows, pressures, valves, ESDs, temperatures).

• Built outage-aligned PMs (e.g., steam & drain assist) on 4-year cycles, copied and retuned task lists, set maintenance-package intervals, and ensured relationship logic and PRT links survived conversions.

• Pre-scheduled multi-year scopes—near-term cleanings and long-term replacements—and I scheduled safety inspections ~18 months before the TA, staggering them weekly to level the workload.

d) Results

• We avoided cross-area activation cascades while the backlog fell from 1,756 to 153, with retro activity contained (332 cancellations) and only 16 legitimate activations proceeding.

• We achieved a clean, consistent audit posture through standardized cancellation text and revision coding.

• We established a safety program with trip checks every ~4 months and ~31–33 tags per heater, which improved readiness and sharpened alarm-quality discrimination (time-to-change thresholds).

• We locked in 4-year outage programs and pre-staged long-range scopes, which produced more predictable execution windows, better vendor coordination, and fewer last-minute changes.

Net Impact

• Strategy-driven releases with robust relationships and PRTs reduced release errors and produced cleaner audits.

• Hierarchy and data integrity improved through 1,114 validations, 252 DLFL remediations, 88 mismatches fixed, and 93 Equipment IDs added, which strengthened work-order routing and reporting.

• Scheduling control (backlog 1,756 → 153, 332 retro WOs canceled), combined with the trip-check and outage programs, delivered higher readiness, safer execution, and more predictable multi-year maintenance.