EMBT BasePaper R2.0

Reliance Industries Limited
Achieving World Class Excellence in Maintenance Through Business Transformation

Version: R 2.0 Date: 15/12/09
INTERNAL DOCUMENT MAINTENANCE MANAGEMENT
INTRODUCTION
Table of Contents
Topic Page No
Reviews and Approval ...............................................................................................3 A. Maintenance & Engineering Business Transformation Program .........................4 B. The Need for a Maintenance business transformation:.........................................4 C. Maintenance Business Transformation initiatives:................................................5 1. Creation of Maintenance Strategy & Policy........................................................6 2. Organizational redesign.......................................................................................7
Centre of Maintenance & Engineering Excellence ................................................................................9 Structure of the CoMEE organization ..................................................................................................10 Details of the CoMEE structure & their roles .......................................................................................11 Skills & Attributes of CoMEE Functional Experts.................................................................................25
3. 4. 5. 6. 7.
Training / HR Initiatives ....................................................................................35 Reengineered Maintenance business Process ..............................................37 Creation of Reliance Standards.......................................................................39 IT Enablement ...................................................................................................41 Key Performance Indicators ...........................................................................42
8. Governance ......................................................................................................43 D. Maintenance & Engineering Business Transformation Methodology:...............44 E. Engineering & Maintenance Business transformation Team members .............46 Central Team (Central PMO) ....................................................................................46 Site Teams (Site PMO)..............................................................................................46 Identified (Suggested) team members (Central & Site level) ................................47 F. E&M Business transformation Program management.........................................48 G. Quick hits for E&M BT ............................................................................................49 H. Work Breakdown Structure:...................................................................................51 Maintenance Business Transformation - Activity Chart .......................................51 I. Conclusion :..............................................................................................................85
Page 2 The copyright of this document is vested in Reliance Industries Ltd, Mumbai. All rights reserved. Neither the whole nor any part of this document may be reproduced, stored in any retrieval system or transmitted in any form or by any means (electronic, mechanical reprographic, recording or otherwise) without the prior written consent of the copyright owner
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Copyright Owner: CoMEE (GMS), RELIANCE INDUSTRIES LTD, MUMBAI
INTRODUCTION
Reviews and Approval

Corporate Sponsor Sh. Hital R. Meswani Business Executive Sponsors Sh. V.V.Suryarau Sh. A. Venkatraman Sh. Site CES Head Sh. Arvind Modgil (JG) Sh. Pradeep K Jain (HZ) Sh. Shamsher Bhachu (NMD) Sh. Ashok Nogriya (DMD) Sh. Suresh Kathuria (VMD) Sh. Naresh C Jain (PG) GMS Maintenance Functional Head Sh. G.S. Vishnumurthy Sh. Jatinder Khushu Information Technology Sponsors Sh. B.N. Mukherjee Automation Leads SAP Sh. Rajesh Prasad Project Manager / Coordinator Sh. Achyut Kumar Pandey Signature Date Signature Date Signature Date Signature Signature Date Date Signature Signature Signature Signature Signature Signature Date Date Date Date Date Date Signature Signature Signature Date Date Date
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INTRODUCTION
A. Maintenance & Engineering Business Transformation Program

Under the enterprise wide Business transformation initiative launched by our visionary chairman, a necessity was felt to have an Engineering & Maintenance Business Transformation as well and accordingly the following base paper is attempted to be developed. Please refer the Introduction, Policy & Strategy document developed on the basis of the Business Transformation for details of each topic
B. The Need for a Maintenance business transformation:

A need is felt to have a Maintenance Business Transformation in order to:
Create an environment for survival during the current economic scenario. Continuously changing competitive landscape and the need to be the pace setters and outbeat competition. Consolidation of learning & putting it into practice to realize the hidden opportunities. Progress to systems driven best practice processes at all levels of management in the value chain with the built in right performance management system Long term sustainability. Standardize and document processes leveraging synergies with other business streams in a ONE RELIANCE Way. Create a functional expertise pool and build competency Retain talent and build a pool of functional experts - Tackle attrition & keep pace with the technological advancement. Make Reliance - a high performing Learning enterprise with built in continual improvement systems. Substantial jump in the performance levels in Maintenance & Engineering domain and realize hidden opportunities through enterprise wide benchmarking & gap analysis initiative. Keep competition behind Transform our business into a Pace setter Enterprise not only for a decade but for centuries
The above need is felt since the performance levels in the manufacturing sites are almost at a steady levels and it is high time to find innovative ways to improve the Processes and maintenance & Engineering practices to realize the hidden potential.
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INTRODUCTION
C. Maintenance Business Transformation initiatives:

After critically examining the needs of the transformation and the framework visioned for such Business Transformation the following areas are short listed for the time being as a first phase of initiatives. Some of these initiatives are already under way, however, it is imperative for the overall success of the transformation that these initiatives are taken up as individual projects and involve one & all in the implementation of the actions needed. Since, all these initiatives are to be driven through the manufacturing sites, it is expected that the Site management (including the Engineering & Maintenance fraternity) shall put their best efforts in the implementation phase. The frame work of these initiatives shall be prepared by the Centre of Maintenance & Engineering Excellence group (GMS) at the central level and shall have a full fledged organization at central as well as site level for implementation. The identified initiatives are:
1. Creation of Maintenance Strategy & Policy 2. Organizational redesign 3. Training / HR Initiatives 4. Reengineered Maintenance business Process 5. Creation of Reliance Standards 6. IT Enablement of various Processes 7. Key Performance Indicators 8. Governance Each of the above identified initiatives are deliberated in detail along with the AS-IS Process/ System and a vision on the TO-BE Process. The work breakdown structure detailing the Activity description, scope, responsibility, resource requirement and target dates shall be detailed. Please refer the Introduction, Policy & Strategy document developed on the basis of the Business Transformation for details of Strategy, Policy, Reengineered Maintenance Business Processes (including IT Enablement and Key Performance Indicators), Reliance Standards & Governance.
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INTRODUCTION
1. Creation of Maintenance Strategy & Policy:

Since there is no detailed written comprehensive Maintenance Strategy available, it is felt as a first necessity to define our Maintenance Strategy & Policy along with Vision & Mission aligned to the business needs of the organization. This shall be the driving force for all the sites maintenance & engineering fraternity of Reliance Industries Limited. The maintenance strategy & policy shall be developed as the Top Level document while defining the Maintenance Business Processes and shall be implemented through the Center of Maintenance & Engineering Excellence (CoMEE) organization at the central level, and maintenance and engineering teams at site level. Through the Strategy & Policy document, the inter relation of all the processes needed for the smooth functioning of Maintenance & Engineering functions at central as well as site level shall be defined. The Work breakdown structure (indicating Sub activities, Responsibilities, Owner, Scope, and Resource required, Target date and the Status) for the development of Maintenance & Engineering Strategy & Policy is defined later in this document as a compiled WBS for all initiatives. As is vs. To-be Process:
As-Is Process/ system No recall of a comprehensive Maintenance Strategy document Maintenance strategy not communicated; limited common understanding at all levels Need for a multi-year maintenance plan (linked to business plan) using a multi-year planning process No documented outsourcing strategy and process (e.g. analysis based on core/non-core activities, cost-benefit, contractor competence, unique local conditions, etc) To be Process/ system
A Comprehensive Strategy & Policy document shall be prepared which shall be the basis of the entire Maintenance Business Process. Type of Equipment wise, Maintenance strategy is to be developed in Asset classification & Reliability Improvement process
(Deliberated in details in the Policy &
The presently followed strategy (in general) is as strategy Documents) given below : Batch-operated equipment - Run to failure along with only monitoring by Operations. Equipment with Stand-by - Lubrication, invasive PM, PdM, Testing & Calibration and corrective maintenance, based on condition monitoring corrective repair & eqpt. change-over. Single stream equipment - Periodic overhauling / inspection in addition to the above as mentioned for stand-by equipment.
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INTRODUCTION
2. Organizational redesign
To fulfill the objectives of the overall maintenance strategy, business processes need to be developed that would be implemented uniformly across all sites. The present organization at sites has evolved over the years based on site specific requirement. In view of One Reliance, it is imperative to have a standard and uniform organization setup across sites. It is significant for the successful adoption of the new processes by all maintenance people that the organization is aligned to the strategy and the processes in order to have sustainability, standardization and creation of functional expertise & competency building as well as to support the business transformation initiatives. Organization is the key to the success of any business objective. A well structured organization helps in optimizing the manpower and their utilization. To achieve all of the above objectives, a generic organization structure has been defined for maintenance at two levels: Center of Maintenance & Engineering Excellence (CoMEE) at the central level and Site Organization (Engineering) at the site level.
The site organization is aligned with the strategy as well as the CoMEE. This structure identifies functional positions at sites for all the maintenance disciplines of Mechanical, Instrumentation, Electrical (including Power Electronics) & Civil. This generic Organization structure also takes care of the functions of Planning, Documentation, Minor Projects (including design & Construction). This will be fine tuned to the requirements of individual sites to increase effectiveness. For each position in the maintenance function, the required functional competencies have been detailed out along with the description of competency level in the Learning & Development Process chapter of the Maintenance Business Process. The organization structure as well as the details of the Centre of Maintenance & Engineering Excellence is detailed here under. The Work breakdown structure (indicating Sub activities, Responsibilities, Owner, Scope, and Resource required, Target date and the Status) for the development of Organization Redesign is defined later in this document as a compiled WBS for all initiatives.
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INTRODUCTION
As is vs. To-be Process:

As-Is Process/ system To be Process/ system
The present customized Organizational structure is serving the purpose, however, The structure is based on person availability than function/position specific Career progression not well structured no defined career path for functional experts, generalists etc. Skills matrix of technical employees are not published and not linked to career development Current evaluation process does not help in identifying the high potential individuals Cross movement / rotation between Operations, Maintenance, Engineering, etc. and between Plants & Sites is very low Gap in mid level management (required number, knowledge and skill)
The organizational structure to be well defined and shall focus on the defined relationship with Plant to CES to CoMEE from Functional perspective in order to provide focused attention to any issues wherever needed. The process shall also define skill matrix for all positions of a function The process shall have feature for competency mapping of each individual periodically
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INTRODUCTION
Centre of Maintenance & Engineering Excellence:

The Centre of Maintenance & Engineering Excellence (CoMEE) shall be developed at the centre level in order to provide system & functional expertise support at various levels for the smooth functioning of the Maintenance & Engineering business of the corporate. The Maintenance & Engineering set ups at the manufacturing sites shall be functionally aligned to CoMEE whereas administratively to the site management.
Objectives of the CoMEE & its design imperative:

CoMEE Design imperatives
Objectives
To create an intellectual powerhouse for Refining and Petrochemical Maintenance
Overall strategy and policy Provide thought leadership Benchmarking (both internal and external) Develop and implement best in class processes across the organization Facilitate knowledge sharing across functions People domain training and development Functional Expertise Action plans for improved equipment availability Application of new technologies and practices Specialists in various fields Advanced troubleshooting support Major Shutdown planning schedule validation (mainly critical Path) Governance Role to support Directors Reliability Engineering Drive reliability improvement techniques Basics, RCM/FMEA, RBI, IPF Enable definition of equipment specific strategies
To create a Maintenance excellence Team to implement and standardize best maintenance practices across all existing & future sites
To be a pace setter leading organization in maintenance training and development and knowledge management
Others Projects/ Major capexes Statutory / Regulatory
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INTRODUCTION
Structure of the CoMEE organization:

Head CoE (HSEF) Head CoE (Process) Technical Assistant Head CoMEE (GMS) Head CoE (Projects) Head CoE (HRD)
Head Policy & Strategy group Technical Assistant Policy & Strategy MIS, Perf. Meas. & Benchmarking
Head T raining & Development/ KM group Technical Assistant Training & Dev elopment
Head Sp. Parts & Contracts Mgt. group Technical Assistant Spares Management
Head Rotary group Technical Assistant Rotary Specialists
Head Static group Technical Assistant Corrosion Specialists
Head Electrical group Technical Assistant Power Systems
Head Instrumentation group T echnical Assistant Control and Shutdown systems Process Automation Quality Measuring Instruments Rotary Eqpt. Inst. & Control Systems Field & custody transfer Instruments Project Engg./ Capex/ Statutory
Head Civil group Technical Assistant Design (Sub soil and super structures) Refractory/ Lining/Painting / Coatings Projects/ Capex / Statutory
Knowledge Management E Documentation & KS Forums
Contracts
RCM Specialists
Inspection Specialists
Power Electronics
Audits
Condition Monitoring Specialist Projects/ Capex Specialists
RBI Specialists
Electrical Equipments
Planning and SAPPM
Projects/ Capex/ Statutory
Projects/ Capex/ Regulatory
Level within the CoMEE organization is based on expertise and not on position
Functional Team: Provides support/ Guidelines/ Strategies to sites for critical equipments / issues.
The proposed CoMEE structure will have a steady state manpower as per functional requirement
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INTRODUCTION
Details of the CoMEE structure & their roles:
Policy and Strategy Group Roles & Responsibilities

Head GMS / CoMEE
Te chnical Assistant
Head Policy & Strategy group
H ead T raining & De velopm ent & KM group
He ad S p. Pa rts & Contrac ts Mgt. group
Hea d Rotar y group
Hea d S tatic gr oup
Head E le ctrical group
Head Instru m en ta tion gr oup
He ad Ci vil group

Technic al Assi stant
Deciding st ra tegies and corresp onding p olicies fo r t he m ainte nance orga nization Coordina te site int eractions on com mon mainte nance issu es including plan ning Review overall p erf orm an ce and facilitate com pliance th ro ugh action plans
Policy & Strategy

R eview busine ss and recom me nd policy chang es, u pdat e ma inte nance strate gy D evelo p me trics a nd ta rg et s f or assessing the ef fectiven ess of m ainten ance initiatives M onitor com pliance to m ainten ance policies a nd p ro ce dures Revie w mainte nance o perations for imp rovem ent M anpow er requi rem ents
Performance meas., MIS & Benchmarking

D ev elo p/procure tools f or p erf orma nce evalua tio n M onitor pro gress and e scalate m ajor issue s/risks Fa cilitate periodic an d a ccurate re porting and b enchma rking of activities Fa cilitate com plia nce t hrough action pla ns
Maintenance Audit
Mon ito r and revie w overall mainte nance system ma nagem ent Revie w auditing p ro ced ure and sug gest enh anceme nts Provide recomm enda tio ns for im proving comp liance and process im provem ents
Planning/ SAP PM
M onitor an d provide Con figuratio n of S AP g uidance in major shutd own m odules based o n ch ange s p la nnin g, including a ny in strategy m ajor deb ottlenecking / Review S AP relat ed work n ew project planning perfo rm ance a t sites, E nab le m ulti yea r long term recognize and re solve p la nnin g issues Dev elo p st anda rdized g uideline s for a nnual p la nnin g and budg etin g, wee kly rolling planning and d aily planning an d sch eduling E nsure data quality, integ rity and security P rovide te ch nical inp uts for interfaces to n onS AP system s
1 +2 nos.
1 +1 nos.
1 +2 nos.
1+ 1 nos.
1 no s.
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INTRODUCTION
Training & Development and Knowledge Management Group Roles & Responsibilities Head GMS /
CoMEE
Hea d Poli cy & Strategy group
H ead T raining & De velopment and KM group
Head Sp. Parts & Co ntracts M gt. group
Hea d Rotary group
Hea d Static group
Head Ele ctrical group
Head Instru men ta tion group
He ad Ci vil group
Head Trg. & dev. and KM group

Decide training st rategy (dom ain ) a nd en sure t raining needs of the organization are m et En sure adequ ate m aintenan ce re late d knowledge m ana gem ent and sta ndardiza tio n of be st practices f or RIL
Training & Development

Dete rm ine over all training strategy Design training app ro ach and stan dards Revie w and im prove train ing met hods and techniques Develop training too ls Procure tra ining m odules from exte rn al sou rces Develop inh ouse train ers (technical and process expe rt s) Recomm end ations f or external trainin g / sem inar nom in ations
eDocumentation
edocum entation Philosop hy & Guideline s Develo p system s f or eDocum entation Mana gem ent of eDo c Platf orm Mana gem ent / R eposit ory of all docume ntation & in terface with SAP. EDM S tra ining t o use rs at site. Syste m m onitorin g & imp rovem ents Conte nts & M etada ta au dits
Knowledge Management
D eterm ine overall knowledge m ana gem ent strate gy D efine an d drive kno wled ge ma nagem ent f unctions acro ss discip lines and levels Provid e dire ctions fo r knowledg e sha ring a nd review qua lity of inf ormation sha re d D ata Stan dards / Spe cifications C oordinate and oversee implem entat ion of initiatives Drive & Man age Knowledg e sha ring f orums En gine ering Best Practices d evelo pm ent
M anpower requi rements
1+3 nos. (M, E,I)
1 +3 no.
1+2 nos.
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INTRODUCTION
Spare Parts Management & Contracts Management Group Roles & Responsibilities Head G MS /
T e ch n ical Assistan t
Co MEE
Hea d P oli cy & S tr ateg y g r ou p
H ead T rain in g & De velop m en t an d KM g ro u p
He ad S p . Pa rts . & Co n tr acts M g t. g ro up
Hea d Ro tar y g ro u p
Hea d S tatic g r ou p
Head E le ctrical gro u p
Head In stru m en ta tio n group
He ad Ci vil g ro u p
Head Sp . Parts & Co ntracts Manag ement g roup

T ech n ic al Assi stan t
Liaise with IMM S an d ens ure a dequat e dispos al/redep loy m ent of spa res a s per sp are c lass es Liaise with Contrac ts Man agem ent, p rov ide t ec hn ic al sup port and sup port ide ntific ation of b est practic es
S p ar es m an ag e m en t Lia is e with I MMS for ac c urate doc ume ntation of sp ares a nd a pprov a ls I nc lude s, SP IR, BO M , Ve ndor ma ste r. I tem m as ter, Le ad time, Cost , st ra tegies Gu ide spa res d is pos al strat egy F ac ilitat e redeploy men t opp ort unities fo r spares Dev elop k nowledge of v ario us s pares clas se s, d is pos al and red eploym ent met hods
Co n tr acts Inte rfa ce with Contrac ts Ma nagem ent to ens ure st anda rd iz ation of co ntract s doc ume ntation and repo rting Sup port c ontrac ts dev elopm ent p rov ide tec hnica l input s Ens ure c om plian ce a nd s upplier perform anc e mo nit oring Ens ure v alue ov e r P ric e
M an p o w er req u i rem ents
1 no s.
1 no s.
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INTRODUCTION
Rotary Group Roles & Responsibilities

Head GMS / CoMEE
Hea d P oli cy & S tr ategy gr oup
H ead T raining & De velopm ent and KM group
He ad S p. Pa rts & Contrac ts Mgt. group
Hea d Rotar y group
He ad Ci vil group
Head Rotary g roup

Lea d equipm ent imp rov em ent p ro grams fo r rot ary eq uipm ents Rev iew m aint enance a ctivities and bu dgets for rot ary equ ipm ent En hance s kill sets / c om petency of rotary group s at plant level Su pport P olicy G rou p in ide ntific atio n of b est pract ic es f or rotary equ ipm ent and im plem entation acros s s it es
Rotary Specialists
M ajor Sh utdown ac tiv it ies S tead y state av ailability strate gies en hanc em ent Critical Roo t Cause an alysis P lanning a nd ex ec ution of M ajor ov erhauls Troub le shoo tin g B es t prac tice s M odif ications , d ev elopme nt and en hanc em ents and im plem ent atio n in de ploym ent of equipm ent coo rd in at io n wit h CoM EE level Maintena nc e practices Tra ining t eam B est pract ices dev elopm ent and imp lem entation in coordination with CoME E Training team M anpow er requi rem ents
Condition Monitoring specialist

Fac ilit ate im provem ent in tec hnique s V ibratio n ana ly sis, Lub eoil an alysis, Therm ograph y, et c. Develop inh ouse experts Se rv e as cent ral loc ation for Cond ition M onitoring related tec hnic al a ssistance Be st practic es dev elopm ent an d im pleme ntation in c oordination with Co ME E Training team
Projects/ Capex
E quipm ent selection and sizing Te sting E rectio n, insta llation an d com miss ioning S tan dardizat ion of e quipm ent D ev elo pme nt of stan dards a nd code s fo r RIL
RCM Specialists
Co ntinuo us imp rov em ent in reliabilit y e ngineering s yste m F MEA /RCM S tatistical analy sis Dev elopm ent of S pec if ications Te chnical training and d ev elo pme nt of expe rtise in c oordinat io n wit h CoM EE Training te am
1+ 4 nos.
1 +1 nos.
1+ 2 nos.
1+ 2 nos.
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INTRODUCTION
Static Group Roles & Responsibilities

Head GMS / CoMEE
He ad Sp. Pa rts & Contrac ts Mgt. group
Hea d Rotary group
Hea d Static group
He ad Ci vil group
Head Static group

Lea d equipm ent imp rovem ent p ro grams fo r static equipm ents Review m aint enance a ctivities and bu dgets for static equipm ent En hance skill sets / com petency of static g ro ups at plant level Su pport Policy Grou p in ide ntificatio n of b est pract ices f or st atic equ ipm ent and im plem entation across sit es
Inspection Specialists
Facilitate imp rovem ent in te ch niqu es Insp ectio n and corrosion , etc. Develop in house experts Roo t Ca use analysis Troub le shoo tin g Exp ert advice in all Conditio n M onitorin g rela ted issues Close coordination with Ope ra tio ns & Lab oratorie s Best pract ices develop a nd imp lem ent in coordination with CoM EE Trainin g team
Corrosion Specialists
Facilit ate corro sion m onitoring initiative s. Develop inh ouse experts f or site assessm en t in Corrosio n asp ects Root Cause a nalysis / Troubleshooting Close co ordinatio n with Operations & Labo rat ories Be st practices develop an d im pleme nt in coordination with CoM EE Training team
Projects/ Capex/ Statutory

Piping and supp orts specialist (Desig n of piping, Stress analysis, M odeling, etc.) Equipm ent se le ction a nd sizing Stand ardization of equipm ents Dev elopm ent of stand ards a nd code s fo r RIL M odifications, Shutdo wns, en hancem ents an d deploym ent of eq uipme nt level Ma int enance practices Planning and execut io n of refu rb ishm ents Facilitate adheren ce t o Sta tutory requ irem ents 1+4 nos.
RBI Specialists
Continu ous im provement in re liability enginee ring system RBI/ Define Failure m echan ism s and m ode s (Reliability a nalyst) Integ rity of Piping/ Containm ent (M etallurgy/ Corrosion) Creation of Sp ecifications Stat istical an alysis Technical trainin g and developm en t of expertise in co ordin atio n wit h CoMEE Tra ining t eam
M anpower requi rements
1+2 nos.
1 +2 nos.
1+2 nos.
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INTRODUCTION
Electrical Group Roles & Responsibilities

Technical Assistant
Head GMS / CoMEE
H ead T raining & Development and KM group
Head Sp. Parts & Contracts Mgt. group
Head Rotary group
Head Static group
Head Electrical
Head Instru men tation group
Head Civil group
Head Electrical group

Technical Assistant
Lead equ ipment improvement programs for elect. eq ui pments & P ower system Review maintenance activities and bu dg ets for electrical eq uipment across assets Enhance skill sets / competency of el ectrical groups at plant level Support Policy Group in identificati on of best practices for electrical equipment and implemen tation across sites Review/Support Electrical Projects/Capex Statutor y & Regulator y compli ance of Elect. activities
Power Systems
Power system reliability & a vailability PS Eq ui pment performance monitoring & benchmarking Initiate power system modifications Moder n techniqu es, tools to enhance p ower system reliability Stan dardization of best pr actice for power system operation & mai ntenance Guidelines for asset r enewal plans Stan dardization of vendors, consultants b y proper technical vali dation for outsourcing Support on maj or & critical power system issues tr oublesho oting 9Tr ainin g & devel op ment of personals in power system 10Coor dination with maintenance & project team
Power Electronics
Power Electronics equipmen ts reliability & availability Performance monitoring & benchmarking Selection & Standardization of best practices Stand ard ization of SMP, check sheets for equipmen t monitoring and maintenance Trouble sh ooting & support to sites for major & critical failures / issues Introduction of moder n techni qu es, tools to enhance reliability Identify & suggest modification for performance impr ovement Guidelines for asset r en ewal plan & obsolescence manag ement Stand ard ize outsourcin g logistics & technical validation system for vend or / contr actor Coordination with mainten an ce & pr oj ect team for system upgradation Training & development of personnel
Electrical Equipments
Electr ical equipment & distrib ution system reli ab il ity & avail abi lity Performance moni toring & b enchmar king Selection & Standardization of best practices Standardization of SMP, check sheets for electrical system mon itoring and maintenance Trouble sho oting & support to sites for major & critical failures / issues Introduction of modern diagnostic techniques, tools to en hance reliability Identify & suggest modification for performance impr ovement Guidelines for asset renewal pl an & obsolescence management Standardize ou tsourcin g logistics & technical validation system for vendor / contractor Coordination with maintenance & project team for system upgradation Training & development of personnel
Projects/ Regulatory
Preparation / Review of pr oj ect scope, cost esti mate, budget Basic and detailed engin eering Standardizati on of codes & standards for el ectrical equipmen ts procurement, install ation, testing & commissioning Standardizati on of vendors for critical el ectrical equipmen ts Timely & quality execution of pr ojects. Ensure constr uction electrical safety Optimi zati on of power sources & sinks Li ason and coordin ate G overnment & legal au thorities on electrical issues. Coordination with manufacturi ng sites for import / export of power. Coordination with Electrical Insp ector for Inspection on new and existing install ations. Study & Up date sites on new relevant acts, ord ers, notifications, legal requiremen ts
Manpower requirements
1+4 nos.
1+3 nos.
1+4 nos.
1+3 nos.
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INTRODUCTION
Instrumentation Group Roles & Responsibilities

Head GMS / CoMEE
Hea d Rotary group
Hea d Static group
Hea d Ci vil group
Head Instrumentation group(1)

Technic al Assistant Control and Shutdown sy stems
Impr ove & stand ar dize maint. pr actices DCS/ SCADA/ PLC & ESD Condition Monitoring En hance Techniques/ develop best practices Eqpt.availability & reliability Availability enhancement Troubleshootin g, r ep airs an d refurbishments Devel op best practices Impr ovemen t in reliability En gg. System (IPF,Fail ur e mechanism, modes) RCM tech ni ques Create specifications IPF study & Audits Specialist development Technology advancement
Lea d eqpt. im proveme nt prog ram s for in strum entation item s Review m aint. activities and budg ets f or in strum ents acro ss sites En hance skill sets / com petency of inst rum en tatio n En gin eers Su pport Policy Grou p in ide ntificatio n of b est pract ices f or instrum ent atio n equipm ent an d im pleme ntation across sites Field & cus tody tra nsfer Instrumentation
Impr ove an d stan dardize mainten ance practices Transmitters, sensors, control valves, fiel d switches Condition Monitoring En hance techniques & best pr actices LLF etc. Calibration reqmts. as per statutor y / ISO Status/ diagnostic checks Eqpt. Availability & reliability A vail./reliability enhancement using RCM Troubleshootin g, r ep airs and r efurbish ments Develop best practices Training & Dev elopment Coordination with Accredited Labs
Process Automation
Impr ove & stand ar dize maint. pr actices APC, IP 21, O ptimizers, TIS, TASS, O MIS and BOSS Condition Monitoring En hance techniques/ d evelop best pr actices Eqpt.availability & reliability A vailability enhancement Troubleshootin g, r ep airs and r efurbishments Develop best practices Feasibility study & execution- APC/RTO/IP21 proje cts Training & Development New te chnology developm ent
Quality Mea suring Instrumentation

Improve an d stand ar dize maint. pr actices OLA, LAB & General insts., Fire and gas systems Condition Monitoring Enh ance techniques/ develop best practices in ab ove ar eas Eqpt. Availability & reliability A vailability en hancement Troubleshooting, rep airs and r efurbish ments Develop best practices Training & Development New te chnology developm ent
Rotary Eqpt. In st. & Control systems

Impr ove and stan dardize maint. pr actices Antisurge Contr ol, Perf. Contr ol, G overnor Control, m/c monitor ing system (MCM), vibrati on monitoring system. Condition Monitoring En hance techniques and d evelop best pr actices Calibrati on as p er ISO/Statutor y r eq mnts. Eqpt. Availability & reliability A vail./reliability enhancement using RCM Troubleshootin g, r ep airs and r efurbishments Develop best practices
Pro jects Engg. Cape x & Statutory

Detail Engineering Standardization of detail ed engineerin g tools / project documentati on Equipment selection and sizing, specification Testi ng, inspecti on /audit Development of standards database and applicab ili ty matrix Facilitate statu tory and regulatory adherence Vendor devel opment / constr uction ag en cy installation support Coor di nation with procurement gr ou p Project monitoring Factory / Site acceptance tests
M anpower requirements 1 +5 nos.

Notes:
1+2 nos.
1+3 nos.
1+4 nos.
1+3 nos.
1 +3 nos.
(1) P ls. see detailed functi on al areas in subsequ ent slides
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INTRODUCTION
Instrumentation Group Detailed Roles & Responsibilities (1/6)

Head GMS / CoMEE
Hea d P oli cy & S trategy group
Hea d Rotary group
Hea d S tatic group
Head Instrumentation group
Head Civil group
Control and Shutdown systems
Proc ess Auto mation
Quality M easuring Instru men ta tion
Rotary Eqpt. I nst. & Control systems
Fi eld & custody tra nsfer Instrumentation
Projects E ngg . Ca pex & S tatutory
E qpt. Avail abi lity & R eliability Im provem ent s in Re liability Enginee ring system IP F (cont ro l system s, fie ld sensors, co ntrol valves) Define Failure m ech anism s an d m odes RCM technique s fo r instrum en ts re liability enhan cem ent Creation of sp ecificatio ns S peciali st Devel opm ent Ide ntificatio n of Develo pment Needs Ide ntificatio n & T ra ining in co-ordination with Trg . & D evelopm ent Section IPF study & Audi ts SI S Asset M ana gemen t SI S SIL Classification & Ve rification Tec hnology Advance ment Life Cycle Study Obso le scence M anagem en t New Te chn ology Evaluation / In troductio n
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Head GMS / CoMEE Head Instrumentation group
Hea d Policy & Strategy group
Hea d Rotary group
Hea d Static group
Head Civil group
Control and Shutdown sy stems
Process Automation
Quality M easuring Instru men ta tion
Rotary Eqpt. Inst. & Control systems
Fi eld & custody tra nsfer Instrumentation
Projects Engg . Ca pex & Statutory
Fea sibility s tudy & Ex ec ution of APC/RTO/IP21 Projects Feasib ility Study./ System architectu re Techno-comm ercial evaluation of ven dor propo sals Project Plann in g & exe cution Be nefit Analysis & sustained operation Training & De velopment Awa re ness o f APC to operation s team ./ APC operations to System M ain tenance Te am s C ondition M onito ring Studying and relaxation of con troller constraints Review/validation of controller tunin g An alysis of critical problems and failures of APC/IP21 /Optim isers/ TIS/TAS/OMIS & BOSS Ne w Te chnolog y Dev elopment Life Cycle stu dy./ Obsolesce nce Man agem ent New Te chn ology Evaluation / In troductio n
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INTRODUCTION
In strum e n ta tio n G rou p D e ta iled R o le s & R e sp o n sib il ities (3 /6 )

T e c h n ic a l A s s is t a n t
H e ad G M S / Co MEE He ad In st rum e nta t io n g rou p
H e a d P oli c y & S tr a t e g y g r ou p
H e a d T ra in in g & D e v e lo p m e n t a n d K M g ro u p
H e a d S p . P a rt s & C o n t ra c ts M g t . g ro u p
H ea d R o tar y g ro u p
H e a d S t a t ic group
H ead E le c t ric a l g ro u p
H e a d C iv il g ro u p
C o n t ro l a n d S h u td o w n s y s t e m s
P ro c e s s A u to m a t io n
Q u ality M ea s uring Ins t rum e nta tio n
R o t a r y E q p t. I n s t. & C o n t ro l s y s t e m s
F i e ld & c u s t o d y t ra n s f e r In s t ru m e n t a t io n
P r o je c t s E n gg . C a p e x & S t a t u to r y
E n h a n c e t e c h n iq u e s a n d d e v e lo p b e s t p ra c t ic e s L L F ; S a m p li n g S y ste m , A n a l ys e r S t a tu s, C a l ib ra t io n & T e s t G a s e s, C a r r ie r G a s A n a l yz e r H o u se , S a fe t y S y ste m , C a l i b r a tio n , F ir e & G a s D e te c ti o n , M o n i to r in g E q p t. A v a il a bi lit y & R e lia b ilit y Im p r o v e m e n ts i n R e li a b i li ty E n g i n e e ri n g sy ste m S a m p l in g S y s te m in c l u d in g s a m p l e t a ke of f p o i n t D e fi n e F a il u r e m e c h a n i sm s a n d m o d e s R C M te c h n i q u e s fo r i n s tr u m en ts re li a b il i ty e n h a n ce m e n t N e w T e c h n ol og y D e v e lo p m e n t L i fe C y cl e stu d y O b so le sc e n c e M a n a g e m e n t N e w T e ch n o l o g y E v a l u a ti o n / In tr o d u c tio n T r a in in g & D e v e lo p m e n t A w a re n e s s o f S a m p l i n g S y s te m t o o p e ra tio n s / m a i n te n a n c e te a m A w a re n e s s o f A n a l ys e r st a r tu p / r u n n in g / s h u td o w n o p e ra ti o n s t o M a in t./O p r. T e a m s
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INTRODUCTION

Technical Assistant
H ead T raining & Development and KM group
Head Rotary group
Head Static group
Head Civil group
Process Auto mation
Quality Measuring Instru men tation
Field & custody transfer Instrumentation
Projects Engg . Capex & Statutory
Condition M onitoring Calibration of Vibration Probes/other sensors during opportunity/shutdown Software backup / restoration Eqpt. Availability & R eliability Use of RCM techniques for reliability enhancem ent of Rotary Eqpt. Instrumentation. Training & Development Awareness of Maint. Techniques for Rotary Eqpt. Instr. to operations / rotary / m aint. team.
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INTRODUCTION

Technical Assistant
Head T raining & Development and KM group
Head Rotary group
Head Static group
Head Civil group
Process Automation
Quality Measuring Instrumentation
Projects Engg. Capex & Statutory
Condition Monitoring Calibration requirements as per statutory/ISO requirements Status / diagnostic checks of instruments where ever available Equipment Availability & Reliability Use of RCM techniques for reliability enhancement of Field & Custody Transfer Instr. Training & Development Awareness of Maint. Techniques for Field & Custody Transfer Instr. to ops./maint. team. Awareness of applicable rules, standards etc. time to time Co-ordination of Standard Accredited Laboratories for maintaining the certification validity
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INTRODUCTION

Technical Assistant
Head T raining & Development and KM group
Head Rotary group
Head Static group
Head Civil group
Process Auto mation
Quality Measuring Instru men tation
Projects Engg. Capex & Statutory
Detail Engineering support to small projects. Development of standards database and its applicability matrix Standardization of Detail Engineering Tools / Project Documentation Technical Bid Analysis / Selection of Instrumentation for minor / major projects Equipment Inspection. Vendor Development / Constru ction Agency for Instrumentatio n Specific Installations Co-ordin ation with procurement for techno-commercial negotiations, finalization & purchase of Instr. Items Project Monitoring / Expedition to meet project schedule. Audits at Engineering / Procuremen t / Construction Stages Review of Engineering Documents Factory Acceptance Test / Site Acceptance Tests (FAT /SAT ) Construction Support Commissioning Support
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Civil Group Roles & Responsibilities

Te chnical Assistant Head Spar e Par ts Mgt. & Contra cts Mgt. gr oup
Head GMS / CoMEE
Hea d P oli cy & S tr ategy gr oup
H ead T raining & De velopm ent and KM group
Hea d Rotar y group
Head Civil group
Head Civil group

Su pport P olicy G rou p in ide ntificatio n of b est pract ice guide lines and spe cificat ions fo r d esign, ref ract ory, and oth er civil wo rks, an d im pleme ntation across sit es En hance skill sets / com petency of civil grou ps at plant lev el Lea d vendo r a sse ssme nt a nd work execution assista nce to sites for refracto ry
Design (Subsoil and super structures)

Develop b est practice gu ide lines and sp ecificatio ns f or fou nd ation de sign (in cl. piling, o pen, raf t etc.), su per st ru ct ure design (all type s), RCC wo rk, finishing wo rk, wat er proofing, ste el st ru ct ural d esign , f ire p ro ofing, painting, equ ipm ent loa ding and special building const ruct ion (co nt rol room s) Inspection specialisa tio n f or long te rm deg ra dation a nalysis in cl. Jetties B est pract ices im plem en tatio n in coordination with Co ME E Trainin g team M anpow er requi rem ents 1+ 1 nos.
Civil Engineering Specialist

Firm up of specifications Q ua lity assessm ent A pplication g uid elines V end or assessm ent and wo rk execution a ssistance to site s o n : A cid resistan t tiling, E quipm ent lining, Fire Pro of in g, Furna ce s/ chimn ey et c. A ll types of coating P ainting
Projects & Regulatory

O verall design ade quacy ch eck P ro je ct m onitorin g B udge t monito ring an d guidelin es Coo rd in atio n bet we en u ser a nd de signer Developm ent and stand ardization of construction philosoph ie s B ulking of m aterials P ro je ct execution suppo rt Reg ulatory guideline s
1+ 1 nos.
1 +1 nos.
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Skills & Attributes of CoMEE Functional Experts:
Head CoM EE
A r eas Jo b O b jective Res pon sible for ov erall a sse t m aint enan ce Driv e dev elo pmen t of m ain tenanc e strateg ies and c orres pond in g policies f or the organizat ion Lea d a te am of spe cialis ts to m aximiz e av ailability at lowes t c ost for eq uipm ent s a cros s a ll as sets Res pon sible for au diting m aintena nce polic y performa nc e and m anag eme nt com pliance and m ac hinery p erf orma nce ac ro ss all a ss et grou ps Liaise with other c orporate f unc tio ns suc h a s proc urem ent and op eratio ns t o ens ure s mo oth m aint enan ce f unc tion Liaise with int ernal f unc tion s (HR in cluding the Central rec ru itm ent c ell, f ina nce etc .), and ex te rn al ins titutio ns / lic enso rs / O EM s Res pon sible for gov erna nc e on be half of the dire ctors Res pon sible for planning the training and dev elo pme nt of th e Ma int enanc e team s at Re lianc e th ro ugh the Policy G roup Prov ide input s a nd ov ersight t o ne w pla nt des ign from a ma int enanc e p erspec tive St ro ng fu nctional k nowledg e of m ain tenan ce p olic y a nd prac tic es Unde rs tan din g of ov era ll produc tion s che matic / inter dep enden cies betwee n m ac hine s / equipme nt St ro ng an aly tical s kills Ab le to le ad large m ultif unction al te ams Ab le to st ru ct ure and d ele gate re spon sibilitie s Ab le to work wit h pe er group, e spe cially Hea d of O perations to ensu re ov erall s uc ces s in P roduc tion Sh ould be a ble to work with c ross fu nction al te ams an d peer g ro ups St ro ng c omm unic atio n sk ills Eq uipment av ailability Eq uipment m ainte nanc e c ost s MT T R , MT B F etc. Ma inte nanc e m anpo we r produc tivity T im eline ss of a udit as per s che dules Cov erag e ac hiev e d through mainten anc e audits Im plem ent ation of c orrec tiv e an d prev entiv e act io ns ta ken as agreed De scri p tio n
P rim ar y fu n ctio n / Resp o n sib ili tie s
Do m ain Kn o w led g e S kills L ea d ersh ip Skil ls In terp e rso n al Ab il ities
Ke y P erfo rm an c e In d icato rs (K PI)
E d u catio n Q u alificatio n s W o rk e xp
Ba ch elors d egree in E nginee ring At le ast 2 5 y ears of ma int enanc e ex pe rienc e with m inim um 5 y ea rs as a S it e Eng g. Hea d or 5 y ears as CoM EE f unc tional Head Ma nagerial exp erie nce of at lea st 15 ye ars
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Head Policy and Strategy

Areas Job Objective De scription Develop an d up date m ain tenance policy for the orga nization a cross m ultiple assets, and re spo nsible fo r audit ing m ainte nance po licy pe rfo rm ance an d ma nagem ent comp liance a nd m achine ry pe rform ance across all asset g ro ups Primary function / Responsibili tie s Develop m aintena nce strat egie s a nd corre spo nding po licies for the organizat io n Review m aint enance a nd ope ra tio ns relate d inf orm ation to identify equipm ent / m achine ry requ irin g im provemen t Develop m etrics and targets for asse ssin g th e effectivene ss of m aintena nce initiatives Develop an d comm unica te audit sch edules for asset s to variou s p lants a nd asse t grou ps Cond uct periodic a udit s of m achinery performa nce across v ariou s asse t group s, and ident ify gap areas and imp rov em ent opp ortunitie s Cond uct audits of m ain tena nce policy p erforma nce on an a nnual level Mo nito r im plem entatio n of au dit action s po int s Mo nito r com plian ce to maint enance po licies and proce du re s Review of hig h co st slow moving invento ry and optimisa tion Review m aint enance p ro gram fo r d iff erent asset s (to ensu re alig nmen t wit h strategy) Coordina te in teractio n betwee n sit es o n ma inte nance related issue s
Domain Knowledge Skills Lea dership Skil ls Interpe rsonal Abilities
Stro ng fu nctional knowledg e of m ain tenan ce p ra ctices Unde rstan din g of overa ll production sche matic / inter dep enden cies betwee n m achine s / equipme nt Stro ng an alytical and Planning skills Ab le to le ad plant level team s with out direct reportin g relationsh ip s Ab le to le ad te ams of e qually com pe tent m emb ers Sh ould be a ble to work with crossfu nction al te ams an d peer g ro ups Eq uipment availability Eq uipment m ainte nance costs MTTR , MTBF etc. Tim eline ss of a udit as per sche dules Coverag e achieve d through mainten ance audits Ma inte nance m anpo we r productivity
Ke y Performanc e Indicators (K PI)
Education Qualifications W ork e xp
Ba ch elors d egree in Enginee ring At le ast 2 0 years of ma intenance expe rience with m inim um 3 yea rs as a site discip line he ad. Ma nagerial exp erie nce of at lea st 10 ye ars
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Head Training & Development and Knowledge Management

Areas Job Objective Description Develop and update training and development policy, and ensure standardization of maintenance best practice across the organization Identify best practices that are feasible for implementation at Reliance Plan for turnaround / shutdown maintenance Determine training needs for resources and develop the training calendar Ensure equipment history capture and adequate maintenance related knowledge management Coordinate interaction between sites on maintenance related issues
Primary function / Responsibilities
Domain Knowledge Leadership Skills Interpersonal Abilities
Strong functional knowledge of maintenance practices Understanding of overall production schematic / inter dependencies between machines / equipment Strong analytical skills Able to lead plant level teams without direct reporting relationships Able to lead teams of equally competent members
Skills
Should be able to work with crossfunctional teams and peer groups
Key Performance Indicators (KPI)
Equipment availability Equipment maintenance costs MTTR, MTBF etc. Maintenance manpower productivity
Education Qualifications Work exp
Bachelors degree in Engineering At least 20 years of maintenance experience with minimum 3 years as Site Discipline head Managerial experience of at least 10 years
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Head Spare parts and Contracts Management

Areas Job Objective De scri ption Respon sible for providin g sup port to IMMS fo r adequa te ha ndling of all spares and for facilitating contacts developme nt an d sup plie r performa nce m an ageme nt along wit h Cont racts Man agem ent Guide spare m anagem en t strat egy developm en t Liaise with IMM S to ensu re ade quate disposal/redeployme nt of spares as per spare classes Review and provide in puts f or docum entation of sp ares a nd a pprovals Develop knowledg e of various spa re classe s, d isposal and re deploym ent m eth ods Liaise with Contracts m an agem ent fo r d evelo pm ent of be st p ra ctices Facilit ate contracts developme nt and provide tech nical in puts to t he Con tract s t eam En sure stan dardizat ion of contracts docum entation a nd reporting Mo nito r co ntract com plian ce and pe rf orm ance of su ppliers St ro ng fu nctional knowledg e of m ain tenan ce p ra ctices In depth kn owle dge of classes of spa re s a nd rede plo ym ent m etho dolo gie s Expe rtise in Cont racts developm ent, relationship building a nd pe rf orm ance m onit orin g St ro ng an alytical skills
Primary function / Responsibili tie s
Domain Knowledge
Skills
Lea dership Skil ls Interpe rsonal Abil ities
Ab le to le ad plant level team s with out direct reportin g relationsh ip s Ab le to le ad te ams of e qually com pe tent m emb ers
Sh ould be a ble to work with crossfu nction al te ams an d peer g ro ups
Ke y P erformanc e Indicators (K PI)
Eq uipment availability Eq uipment m ainte nance cost s MTTR , MTBF etc. Ma inte nance m anpo we r productivity
E ducation Qualifications W ork e xp
Ba ch elors d egree in E nginee ring At le ast 2 0 years of ma int enance expe rience with m inim um of 3 years in S pares M anagem ent and Co ntract s at any of t he sites. Ma nagerial exp erie nce of at lea st 10 ye ars
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Head Rotary group

Areas Job Objective Description Responsible for maximizing availability at lowest cost for rotary equipment across all assets by leveraging specialist expertise across equipment groups (such as turbines, pumps etc.) Provide maintenance and capex related inputs during plant design Support implementation of rotaryspecific improvement initiatives identified by Policy Group Provide technical expertise for troubleshooting exercises initiated at plant level Lead equipment improvement programs (EIP), including complex troubleshooting for rotary equipment Provide inputs to planning of turnaround / shutdown maintenance Provide oversight for turnaround / shutdown maintenance related to rotary equipment Review maintenance activities and budgets for rotary equipment across assets Enhance skill sets / competency of rotary groups at plant level by identifying, designing and implementing training measures Liaise with OEMs / packagers to be abreast of latest trends in technology, design etc. Support Policy Group in identification of best practices for rotary equipment and implementation across sites Support maintenance audit and recommend action plan for rotary equipment Vendor liasioning and evaluation Provide consulting services to third party clients (when skillsets maturity is achieved by the team)
Domain Knowledge Skills Leadership Skills Interpersonal Abilities Key Performance Indicators (KPI) Edu cation Qualifications Work exp
Indepth knowledge of machines / equipment in terms of design and technology Expertise in maintenance practices with specific equipment groups (as defined in the organization structure) Strong program management skills, including change management Able to lead plant level teams without direct reporting relationships Able to lead teams of equally competent members Should be able to work with crossfunctional teams and peer groups Rotary equipment availability Rotary equipment maintenance costs MTTR, MTBF etc. Rotary maintenance manpower productivity
Bachelors degree in Engineering At least 20 years of Rotary & maintenance experience with minimum of 3 years as Rotary/Discipline Head at any of the sites. Managerial experience of at least 10 years
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The copyright of this document is vested in Reliance Industries Ltd, Mumbai. All rights reserved. Neither the whole nor any part of this document may be reproduced, stored in any retrieval system or transmitted in any form or by any means (electronic, mechanical reprographic, recording or otherwise) without the prior written consent of the copyright owner
INTRODUCTION
Head Static Group

Areas Job Objective Description Responsible for the overall maintenance of static equipment across all assets by leveraging specialist expertise across equipment groups (such as pressure vessels, piping etc.) Provide maintenance and capex related inputs during plant design Support implementation of staticspecific improvement initiatives identified by Policy Group Provide technical expertise for troubleshooting exercises initiated at plant level Lead equipment improvement programs (EIP), including complex troubleshooting for static equipment Provide inputs to planning of turnaround / shutdown maintenance Provide oversight for turnaround / shutdown maintenance related to static equipment Review maintenance activities and budgets for static equipment across assets Enhance skill sets / competency of static groups at plant level by identifying, designing and implementing training measures Liaise with OEMs / packagers to be abreast of latest trends in technology, design etc. Support Policy Group in identification of best practices for static equipment and implementation across sites Support maintenance audit and recommend action plan for static equipment Vendor liasioning and evaluation Provide consulting services to third party clients (when skillsets maturity is achieved by the team)
Domain Knowledge Skills Leadership Skills Interpersonal Abilities Key Performance Indicators (KPI) Education Qualifications Work exp
Indepth knowledge of equipment in terms of design and technology Expertise in maintenance practices with specific equipment groups (as defined in the organization structure) Strong program management skills, including change management Able to lead plant level teams without direct reporting relationships Able to lead teams of equally competent members Should be able to work with crossfunctional teams and peer groups Static equipment availability Static equipment maintenance costs MTTR, MTBF etc. Static maintenance manpower productivity
Bachelors degree in Engineering At least 20 years of Insp.& Maintenance experience with minimum of 3 years as I&C Head at any of the sites Managerial experience of at least 10 years
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INTRODUCTION
Head Electrical Group

Ar eas Job O bjective De scri ption Res pon sible for m ax imizing av ailability at lowest c ost f or elect rica l e quipm ent acros s all a sse ts by lev eraging spe cialis t ex pertise acros s equipm ent g ro ups (s uc h as m otors , transf orme rs , et c.) & Po we r Sy st em relia bility Dom ain Know ledge S kills Lea dership Skil ls Interpe rsonal Abil ities Provide m ain tenan ce a nd c apex related inp uts d urin g plan t de sign Su pport implem entat ion of elect ric al im prov em ent initia tiv es identif ie d by Po licy G ro up Prov ide tec hn ic al ex pertis e fo r t ro uble sho oting ex erc is es initiated a t plant lev el Lea d equipm ent imp rov em ent p ro grams (EIP ), in cluding c om plex t ro uble sho otin g for elec tric al equipm ent Prov ide input s to pla nning of t urnaround / sh utdo wn mainten anc e Provide oversig ht for turna ro und / shut down m ainten ance rela ted to ele ctrical equ ipm ent Rev iew m aint enanc e a ctiv ities and bu dgets for elec tric al equipm ent ac ross as se ts En hanc e s kill s ets / c om petenc y of elec tric al groups at plan t lev el by id entif ying, d esigning and implem enting training m easu re s Liaise with OE Ms / pa ck agers to be abre ast of lat est trends in tec hnology , de sign etc . Su pport P olic y G rou p in ide ntific atio n of b est pract ic es f or Elec tric al equipm ent an d im plement ation ac ross site s Su pport m ain tenan ce audit and recom me nd ac tion plan f or Elec tric al e quipmen t Ve ndor lias ioning an d ev alu ation Provide c ons ult in g serv ice s to t hird party clie nts (wh en sk ills ets mat urity is a chiev ed by th e team ) Prov ide guide lines , mo nito r & upd ate o n elect ric al reg ulat ory & St atutory is sue s
P rim ar y function / Responsibili tie s
In depth kn owle dge of m ac hines / eq uipm ent in te rm s of de sign an d tec hnology Ex pe rtise in mainte nanc e prac tices with s pec ific equipm ent grou ps (a s def ined in the organiza tio n struc tu re ) St ro ng prog ram m anagem ent sk ills , inc lud in g ch ange m anag eme nt Ab le to le ad plant level team s with out direct reportin g relationsh ip s Ab le to le ad te ams of e qually com pe tent m emb ers Sh ould be a ble to work with cross fu nction al te ams an d peer g ro ups Elec tric al equipm ent av aila bilit y Elec tric al equipm ent m aint enan ce c os ts MTTR , MTB F etc. Elec tric al mainte nanc e ma npower p ro duc tiv ity Po wer sup ply a t optim um c os t
Ke y P erform anc e Indicators (K PI)
E ducation Q ualifications W ork e xp
Ba ch elors d egree in E nginee ring At le ast 2 0 y ears of Elec tric al mainten anc e ex perienc e with minimum of 3 ye ars as Hea d of E lectrica l at any of site s. Ma nagerial exp erie nce of at lea st 10 ye ars
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INTRODUCTION
Head Instrumentation Group

Areas Job Objective Description Responsible for maximizing availability at lowest cost for instrum entation e quipment across all assets by leveraging spe cialist expe rtise across inst rum ent groups (such as Control & Shutd own system, Process autom ation, QM I, Rotary equipm ent instrumentation & Control system , Field & Custody transfer instrumentation & Project s engg , Capex & Statutory Domain K nowled ge Skills Leadership Skills Interpersonal Abilities K ey Perform an ce Indicators (KPI ) Education Qualifications Work exp Provide m aintenance and capex related input s during plant de sign Support implem entation of instrum entation specific improvem ent initiat ives identified by Policy Group Provide techn ical expert ise for troubleshooting exercises initiated at plant level Lead equipm ent improvem ent programs (EIP), including com plex troubleshooting for instrum entation equipm ent Provide input s to planning of turnaround / shutdown maintenance Provide oversight for turnaround / shut down m aintenance relat ed to instrumentation equipm ent Review mainte nance activities and budgets for instrumentation equipm ent across assets Enhance skill sets / competency of instrum entation groups at plant level by identifyin g, desig ning and im plem enting training m easures Liaise with OEMs / packagers to be abrea st of lat est trends in technology, design etc. Support Policy Group in identification of best pract ices for instrum entation equipment and im plementation across sites Support m aintenance audit and re com mend action plan for instrum entation equipment Vendor liasioning and evaluation Provide consulting services to third part y clients (when skillsets maturity is achieved by the team )
Indepth knowledge of instrument equipm ent in term s of design and technology Expertise in m ainte nance practices with specific instrum ent equipm ent groups (as defined in the organization structure) Strong program managem ent skills, including change m anagemen t Able to lead plant level team s without direct reportin g relationships Able to lead team s of equally com petent m embers Should be able t o work with crossfunction al teams and peer groups Instrumentation equipm ent availability Instrumentation equipm ent maintenance costs MTTR, MTBF et c. Instrumentation m aintenance m anpower productivity
Bachelors degree in Engineering
At least 20 years of maintenance expe rience with m inimum of 3 ye ars as Head of instrum entation group at any of sites. Managerial experie nce of at least 10 years Page 32 The copyright of this document is vested in Reliance Industries Ltd, Mumbai. All rights reserved. Neither the whole nor any part of this document may be reproduced, stored in any retrieval system or transmitted in any form or by any means (electronic, mechanical reprographic, recording or otherwise) without the prior written consent of the copyright owner
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INTRODUCTION
Head Civil Group

Areas Job Objective Description Responsible for maximizing availability at lowest cost for civil equipment across all assets by leveraging specialist expertise across equipment groups and designs (foundation design, superstructure design) Provide maintenance and capex related inputs during plant design Support implementation of civil specific improvement initiatives identified by Policy Group Provide technical expertise for troubleshooting exercises initiated at plant level Lead equipment improvement programs (EIP), including complex troubleshooting for civil equipment Provide inputs to planning of turnaround / shutdown maintenance Provide oversight for turnaround / shutdown maintenance related to civil equipment Review maintenance activities and budgets for civil equipment across assets Enhance skill sets / competency of civil groups at plant lev el by identifying, designing and implementing training measures Liaise with OEMs / packagers to be abreast of latest trends in technology, design etc. Support Policy Group in identification of best practices for civil equipment and implementation across sites Support maintenance audit and recommend action plan for civil equipment Vendor liasioning and evaluation Provide consulting services to third party clients (when skillsets maturity is achieved by the team)
Domain Knowledge Skills Leadership Skills Interpersonal Abilities Key Performance Indicators (KPI) Education Qualifications Work exp
Indepth knowledge of Civil construction machines / equipment in terms of usage and technology Expertise in civil maintenance practices with specific groups e.g. Design/Projects/Construction Strong program management skills, including change management Able to lead site/ project level teams without direct reporting relationships Able to lead teams of equally competent members Should be able to work with crossfunctional teams and peer groups Civil equipment availability (For projects/construction) Civil Maintenance costs Response time in execution etc. Civil maintenance manpower productivity
Bachelors degree in Engineering At least 20 years of maintenance experience with minimum of 3 years as Civil Dept. Head at any of the sites Managerial experience of at least 10 years
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INTRODUCTION
Generic Organisation Chart Engineering (Sites)

GMS Head of Technology Site Operations Chief
CES Minor Projects Head Design Head CES Mech Head (Engg.) HOD Rotary Group Rotary Specialists HOD Insp./ Corr./ Static Insp. Specialists Corrosion Specialists
Elect.W/S Engrs./Exec
Site Head (President)
CoMEE Head (GMS) Site CES Chief
Site CTS Chief
CES Mech. Maint. Head Mech. Sector Manager/s Plant Mech. Maint. Mgr./s Plant Mech. Maint.Engrs /Exec. Plant Mech. Tech.
CES Elect. Head Plant Elect. Sector

Plant Elect. Maint. Mgrs Plant Elect. Engrs /Exec Plant Elect. Tech. CESElect. Section Head Elect.W/S Mgr.
CESPlanning Head Central Planning Mgrs./ Engrs.
CES Inst. Head

Plant Inst. Sector Mgr Plant Inst. Maint. Mgrs Plant Inst. Engrs./ Exec
Materials (Stores) Head Inventory I/Charge Receipt I/Charge Issue I/Charge
CES Civil Head Civil Engrs. (Plant/s) Civil Engrs. (Township)
Design Engineers Planning( Matl. /Resource) Mgr Planning (Matl. /Resource)Engrs. Const.Mgr.
Plant Inst.Tech. CESInst. Section Head Inst.W/S Mgr. Engr (Statutory Instrumentation)
Inst. Planning Mgr / Engrs
Elect. Testing Mgr
Inst.W/S Engrs./Exec
Workshop Mgr. Construction Engrs. Drg./ Doc. Mgr./Exec. Workshop Engrs
Elec. Planning Mgr Power Elect.Mgr. Power Elec. Engrs. Elect. Eqpt. Reliability Mgr Elect. T/Ship Mgr.
Control & Automation Mgr. DCS/SCADA Engrs. PLC/ESD Engrs. APC/Opt Engrs. Rotary Instr.& Control Engr
Quality Measuring Instruments (QMI) Manager
TF Automation Inst. Mgr. (TAS / TIS / BOSS / OMIS) Page 34 of 85 The copyright of this document is vested in Reliance Industries Ltd, Mumbai. All rights reserved. Neither the whole nor any part of this document may be reproduced, stored in any retrieval system or transmitted in any form or by any means (electronic, mechanical reprographic, recording or otherwise) without the prior written consent of the copyright owner
Power System Mgr
CESInst Design Engineering Manager
Online Analyser Engrs.
Engrs. (Lab. Inst)
Engr. (Fire & Gas)
INTRODUCTION
3. Training / HR Initiatives:
The tool to convert dreams into reality is Human Resource development. The performance of the business depends immensely on the quality of its people. It has been observed that even highly capable people loose the cutting edge over the years if not properly developed. Hence training and development of human resource becomes at key endeavor for all businesses. The current training system practiced at sites is very generic. It does not incorporate the training needs of the individual based on his current and future responsibilities. In order to have a structured approach for the competency enhancement & keeping pace with the technological advancements in the world today, it is essential to continuously hone our existing skills & competency levels. Furthermore, on a continual basis we need to have a system through which we can prepare our available talents to take higher responsibilities and in turn realize the Succession plan as well.
The training & HR initiatives for the Engineering & Maintenance group shall focus to: Develop maintenance employee skills and attributes to align them to the organizational roles and responsibilities Improve reliability through development of employee skills and attributes Improve employee productivity through alignment of skills to job requirements Prepare the employee for higher responsibilities Satisfy learning needs for the career development of the employee
The Work breakdown structure for the development of and taking the Training / HR initiatives is defined later in this document as a compiled WBS for all initiatives.
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INTRODUCTION
As is vs. To-be Process: As-Is Process/ system Presently training needs identified through ILNA (individual learning needs assessment) and 64 hrs training is mandatory for manager category. Technicians and workmen are not covered To be Process/ system Training & development: The detailed requirement of the Training & Development shall be based on the : Competency matrix developed for a particular Functional Position Competency mapping of every individual with respect to the position Finding the gaps & opportunities, Preparing customized training programs and Imparting the training.
The details of the above vision shall be mapped in the Learning & Development Functional Business Process chapter of Redesigned Maintenance Business Process. However, it is desired that the above is aligned with the HR practices for organization wide initiative for its overall effectiveness. Training needs shall be identified for an individual based on the following steps : Mapping of individuals into the function, Competency assessment based on the identified competency requirements of function, gap analysis, Module selection & Training provision. There shall be other Generic training needs for an individual in order to improve the technical expertise/ competencies like : Business Process Training, SMP Training, Integrity training, Tools training of RCM/FMEcA, RBI, IPF, Statistical analysis, RCA Training, S/D Management training
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INTRODUCTION
4. Reengineered Maintenance business Process:

Each business unit has processes which drive the particular function. The quality and performance of the function depends upon the quality of business process that drives it. A simple, effective and value adding process increases the performance many folds and helps in contributing to the overall business objective. Maintenance business processes have evolved over the years at Reliance. The present Maintenance processes have many non value adding activities which have crept in to system over time which reduces the efficacy of the processes. Moreover these are also not robust enough to withstand changing business scenarios of today. In order to achieve uniformity & standardization across all manufacturing sites of Reliance Industries Limited, the Maintenance Activities shall be driven by Standard Maintenance Business Processes. These Maintenance Business Processes shall be developed after critically examining and assessing the current processes as well as the current processes prevailing in the world. All the non value adding steps shall be done away with to have a focus on the required steps in the process only. The Maintenance Business processes shall address all the processes related to various Maintenance activities like Preventive, Proactive, Corrective Maintenance as well as aspects of Long term & Short term Planning, Scheduling of activities, Reliability Improvement, Root cause analysis, Strategy development, Monitoring & continuous improvement. Each of the MBPs so developed shall address Objective, Key policies, Outputs, Quality Assurance, IT requirements, Process Flow, RACI Charts, Templates, Guidelines & KPIs for the process. The MBPs shall then be IT enabled, and shall be rolled out to all the sites after due training to end users and make ONE RELIANCE WAY of working at all sites. Each process will be adequately linked to all the business functions as required so that there is a seamless flow of information. RACI for each process activity will be sufficiently defined to maintain clarity and control.
The Work breakdown structure for each of the Maintenance Business Process is defined later in this document as a compiled WBS for all initiatives.
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INTRODUCTION
As is vs. To-be Process: As-Is Process/ system Presently through SAP system which has limited functionality and user friendliness mainly for work management, Failure analysis, material procurement, contractor work certification etc. No structured documents available are depicting all the processes being followed at all sites. Some of the maintenance processes found SAP enabled to carryout maintenance transactions To be Process/ system The re-engineered maintenance business process: The Reengineered Maintenance Business Process shall define all the maintenance activities in a structured & user friendly manner as a one point Maint.management system. This shall serve as an analytical tool than simply a transactional tool and shall include all the provisions of MIQA elements. The processes as identified are :
The Maintenance Business Process shall include: Asset classification & Reliability Improvement Process, Root cause analysis Process, PM Process, PdM Process, Calibration, testing & certification process, Changeover process, Obsolescence management process, Annual Planning & Budgeting process, Multi year planning process, Work Management Process, KPI Process, Audit & Review Process, Knowledge management Process, Learning & Development Process, Employee evaluation process, Career development Process, Turnaround management Process, Minor Project Management, IMMS (Materials & Contracts- Developed separately), Change management (Developed under PSM to be used in Maintenance)
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INTRODUCTION
5. Creation of Reliance Standards:

Since Reliance Industries Limited have multi site operation with multi business streams of Exploration & Production, Refining, Petrochemicals, Polyester etc., it is essential to have Reliance Standards in the Maintenance & Engineering Management to have a strategic & sustenance for ever. In the current context of increased output, high information flow, multitasking, attrition etc the relevance of such standards gets multiplied These standards shall serve as the foundation stone of a strong Maintenance & Engineering culture. The various standards as identified shall include: Best Practice Guidelines Design & Engineering Practices including commissioning of assets Maintenance Procedure Standards ( Generic Procedures)
SMP Work stream Maintenance is a field oriented function and hence the performance of maintenance depends very much on the performance of the activities performed on the field. Standard Maintenance Procedures (SMP) are an integral part of a maintenance function in order to achieve the desired level of quality in the execution of the jobs and have a visibility of what is performed each & every time. The SMP work stream shall focus on Equipment specific Standard Maintenance Procedures & target at the Mechanical Integrity & quality Assurance in maintenance. The objective of this work stream shall be to enable smooth job execution in addition to maintaining quality & to include technological changes as well as all equipment related information The SMP work stream shall also prepare the Job Pack for all the identified assets which will contain the details of the task its frequency and all related documents as may be needed during the execution of the activities on the asset. This will ensure availability of all relevant information available & linked to the particular asset.
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INTRODUCTION
The Work breakdown structure for each of the Maintenance Business Process is defined later in this document as a compiled WBS for all initiatives. As is vs. To-be Process: As-Is Process/ system Presently equipment wise SMPs are available for assembly and disassembly and to some extent checkpoints to control quality To be Process/ system Engineering & Maintenance Best practice: These shall be developed on the type of assets and shall serve as a guideline for creation of Maintenance definition of a particular asset. Design & Engineering Practices Standard: These Standards shall be developed in order to have a focused eye on the asset to be procured during Design stage or otherwise. These shall also include details & requirements of commissioning of assets. (For a new project or replacements of existing assets. The Maintenance Procedure Standards (Generic): These standards shall be prepared for type of assets and shall cover the steps of Introduction, Applicability Scope, Safety instructions, Step wise
generic procedural steps, General guidelines, Reference to a Standard/Code/RAGAGEPS, Responsibility (for Procedure writing, Procedure approver, Job executor, Data interpretation, Report approval, Concession & Deviation approval, Training requirement of the job executor & approving bodies etc.), & Records keeping instructions. These
standards shall be the base for development of asset wise Standard Maintenance Procedure (Specific) along with the check sheets. SMP Work streams : Job Pack : Every asset to have a Job Pack with following details mapped as applicable : Task Description (incl. Tests, insp. & calibration
with their conditions); Frequency of task, Risk Assessment, SMP ref. (Generic/ Specific), Check Sheets/ Equipment Service Sheet, Cross sectional drawing, Special Tools & Tackles with Risk assessment, Blinding diagram, Trips & Alarm file, Range file/ Logic diagram/ Single line diagram, Asset specification sheets, OEM guidelines, Last Chance Inspection Sheets, Applicable RAGAGEPs.
Specific SMPs: Specific SMPs shall be prepared for each asset & shall have Applicability scope, Task details, Frequency of task, Tools/tackles requirement (incl. Hazards & its mitigation & test certificates), Tests & Inspection requirements with frequency, Step wise procedure, Check points, Hold points, Responsibility, Records
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INTRODUCTION
6.
IT Enablement:
Information technology (IT) has immensely helped organization is achieving their objectives by way of reduced time lines and automation. Though our present maintenance system is CMMS driven, it does not entail the complete business function. There are a substantial number of processes outside the system which are driven manually. In addition to this the current SAP system is tedious and not user oriented. To eliminate all such issues, the IT platform shall be leveraged its actual potential. The three areas as identified for IT enablement are: IT/ SAP enablement of all the Maintenance Business Processes Provide built in checks & balances Front end IT development The Maintenance Business Processes developed shall require IT enablement in order to bring multiple business processes on a common working platform and have: Improved Visibility of Structured Maintenance Processes Standardization of Maintenance Business Processes all across RIL Report generation & Data capture made easy KPI- A Dashboard approach- System centric & system developed information Uniformity of all data/ information across function/ Plant / Site Systematic approach towards easy retrievability of information / History Unstructured History/ reports made structured & usable a key input to RCM All Maintenance transactions made easier & simpler thru Home page concept People become free for quality work in quality time - with better result visibility Knowledge & Skills Improvement Overall improved asset reliability with reduced maintenance costs The Work breakdown structure for all the above three aspects of IT Enablement is defined later in this document as a compiled WBS for all initiatives.

As-Is Process/ system Presently the entire maintenance system is driven on the SAP platform with very limited approach. To be Process/ system
A) All the Processes as defined need to be SAP enabled, UAT done, End user trg. Done & rolled out. The system shall have inbuilt monitoring features to bring in user discipline Detailed in individual Process elements B) The Process shall define all the possible checks & balances in order to restrict forward movement in the work cycle if the prerequisite or the assigned authority has not finished the mandatory steps. (e.g.) C) Front end IT development : In order to bring visibility of the system effectiveness, various actions taken, status, interfaces with other modules, an analysis need to be made to find out the need for a Front End IT framework
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INTRODUCTION
7.
Key Performance Indicators:

Continuous improvement is need of the hour. For a good system and to have long term sustenance, one must continuously measure the performance levels & capture the improvement opportunities. KPIs play a major role in providing the snapshot of the current performance. This also forms the basis for the management to decide future action plan to further enhance performance. KPI system at sites is presently a manual process and lacks comprehensiveness. We need to incorporate global practices and international benchmarking system in our KPI process to be at world class standards. A comprehensive system driven KPI system will be developed to capture and provide relevant information to various levels of management. The generation of reports will be automated so as to eliminate manual error and optimize time utilization of personnel. In a bid to achieve this vision, the KPIs for the Maintenance management system shall be developed in a dashboard form along with the MIS so that the information level is made uniform across the organization as well as have learnings shared. The KPI process shall be one of the identified Maintenance Business Processes and will involve development of a Management dashboard using the process Performance indicators (PIs) and senior management vision for the maintenance function. This dashboard will be used to measure performance at following levels:
Level 1: Site level (e.g. HZ or JG or PG) Level 2: Plant level (e.g. JG Aromatics) Level 3: Plant Function level (e.g. JG Aromatics Mechanical)
KPI development and target setting will be carried out at all levels, for the relevant metrics within the maintenance KPI dashboard. This target setting will be based on evaluation of past performance within Reliance, best maintenance systems / trends, functional best maintenance practices (global), global peer benchmarks and functional peers in group. Efforts will be made to ensure that maximum KPIs are collated through the system for all processes. There will be clearly defined guidelines and formulae to determine the values for these KPIs. The Work breakdown structure for all the KPI development is defined later in this document as a compiled WBS for all initiatives.

As-Is Process/ system Presently there is no structured KPI defined in the system, however, user can use the BI platform for populating some of the indicators. These indicators are not in practice due to very cumbersome process to get there. There is no system driven MIS for performance, however, monthly manual reports are prepared with inputs from operating units. To be Process/ system
The KPI feature of the Reengineered Processes brings in a dashboard approach based on the roles of the person i.e. Plant-Discipline level, Plant level, Site level An MIS is attached with the KPI dashboard with minimal entries from the user for detailed review of the issue. There is a detailed method of Target Setting rather than adhoc provision. A working level MIS for immediate snapshot of the Month to date & Year to date information on the activities balance at user level can be found out.
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INTRODUCTION
8.
Governance:
In the absence of a structured Governance system for the discharge of functions in any management set up creates confusion and develops people centric methods of controls of the activities which is not only a wastage of quality time of an individual but also creates adhocism in the system. In order to avoid such confusions & wastage of time, a defined set of governance shall be defined in the Strategy & Policy document of the Reengineered Maintenance Business Process which shall be followed across the maintenance organization of Reliance Industries Limited. However, there may be requirement of installing certain site/ business specific Governance tools which shall be developed by the respective sites. The Work breakdown structure for the development of Standard Governance structure is defined later in this document as a compiled WBS for all initiatives.

As-Is Process/ system To be Process/ system
Presently there is no structured governance available in the system for meetings, reporting, Managing points, controlling points etc.
The Governance chapter shall be developed in the Strategy & Policy document of Reengineered Maintenance Business Process. The Governance shall clearly define in a focused manner to provide meaningful value addition by each individual in the whole maintenance chain of the business. The Governance shall be described thru : Meetings: Plant rake up, job scheduling, Maint. Perf. Review, Reliability review, Site safety review, Plant safety review, Plant performance review, S/D review Monitoring Points: Job/ RCA cycle check, Reliability Improvement initiative cycle check, Insp. & Testing schedule check, Job field supervision check, Job field safety check, Training effectiveness cycle check, Budget tracking & variance check, Material requirement/ preservation & issue cycle check, Performance monitoring, Obsolescence monitoring Audit & Review points: Maintenance business process audits-Intra Plant/ Inter Plant/ Inter site/ External, RCA quality for in depth analysis, Plant performance audit & review, Site Performance audit & review Approval points: All exceptions to asset performance & monitoring points
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INTRODUCTION
D. Maintenance & Engineering Business Transformation Methodology:

A. Base work : 1. Baseline & assess the current O&M practices at select sites for the Process maturity and across all sites for Process performance 2. Identify gaps, conduct analysis and prioritize improvement opportunities B. Development & Implementation of Initiatives to transform: 1. Creation of Maintenance Strategy & Policy To be prepared centrally 2. Organizational redesign To be prepared centrally for the Centre of Maintenance & Engineering Excellence & Site Maintenance & Engineering teams. (Draft ready for review)
a. Prepare the redesigned structure & get it approved from the apex body. b. Prepare the strategy for inductment of persons as per the organization structure at the central level c. Recruit/ transfer identified persons from sites for filling the identified central level functions. d. Identify persons at the site levels for occupying the identified functions e. Train the inducted persons into their functions. f. The Site CES Organizations to take up the Succession planning steps of identification of positions, identification of potential candidates, Grooming individuals by empowering, coaching, guiding & mentoring the identified individuals. Take up initially one of the major topics as identified in Maintenance & Engineering Business transformation. Here to begin with, since a quantum jump is feasible in bringing in the uniformity & standardization in the maintenance business processes, the development, SAP enablement & Implementation of MAINTENANCE BUSINESS PROCESS is taken up. During the course of Maintenance Business process implementation, The Key Performance Indicators & Audit & Review system shall also be taken up as they form part of the MBP itself. The BT Initiative of IT Enablement of Various Processes & Front end IT development shall also form part of MBP development & Implementation. The Governance part of the BT shall be undertaken by the sites as developed in the Maintenance Strategy document, suited to the respective sites requirements. Training / HR Initiatives: This initiative is basically divided in two parts. a) Actual individual Competency assessment, Gap analysis, Training module preaparation, Other functional training module preparation To be done by respective sites based on the Centrally prepared competency matrix. b) The second being preparation of Training calendar discipline wise centrally & actually imparting the training. This is identified as an Improved and focused Training initiative to create strong organization from functional expertise view point and render services to the operating units to maximize the overall effectiveness. This shall be done centrally as well as at site levels. The BT initiative of Creation of Reliance Standards shall be undertaken separately at the Central level (CoMEE) as identified earlier in this document under even heading.
3.
4.
5. 6. 7.
8.
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C. Status & Next steps:
INTRODUCTION
1. Baseline & assess the current O&M practices at select sites for the Process maturity and across all sites for Process performance (Completed) 2. Identify gaps, conduct analysis and prioritize improvement opportunities (Completed) 3. Creation of Maintenance Strategy & Policy Completed - Refer Strategy & Policy Chapter of Maintenance Business Processes 4. Organizational redesign The redesign concept document for the Engineering & Maintenance at the CoMEE level & functional organization at the site level is prepared & ready for review Refer Organizational redesign chapter above. 5. Development, System enablement & Implementation of Maintenance Business Processes: a. Development of all the Maintenance Business Processes as identified in the site assessment & gap analysis - centrally with reviews of Reliance Subject matter Experts as well as International experts in the area of Maintenance Management b.Phase wise system enablement of all IT aspects for the above Maintenance Business Processes.
Maintenance Business Process implementation: Prioritization

Phase 1 processes Reliability Improvement and Asset Classification RCA process Work management process PM process PdM process Calibration and testing process KPI process Annual Planning & Budgeting Process Multi Year Planning Process Phase 2 processes Audit and review process Obsolescence Management Shutdown Management Changeover process IMMS Processes Standards development Minor Project Execution Process Change Management Process
Phase 3 processes (HR to lead for business wide integration) Knowledge Mgt. (e-Doc) Learning and development process Career development process
Start Phase-1 Prerequisites
Start Phase-2 Prerequisites Begin rollout of Phase-1

processes
Start Phase-3 Prerequisites Begin rollout of Phase-2

processes
Begin rollout of Phase-3 Processes
c.
Imparting Training to all concerned (end users) in the Maintenance chain for the redesigned processes in order to enable them to discharge their functions in the respective areas in a professional manner. d. Rolling out Basic processes Asset Classification/ WM/ RCA/ Calibration Process - across all sites and balance to be Piloted at a select site & plants before covering all units.
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INTRODUCTION
E. Engineering & Maintenance Business transformation Team members:

The teams identified shall initially work for the User Acceptance tests and Implementation of Maintenance Business processes at the manufacturing sites and support the other business transformation initiatives from time to time.
Central Team (Central PMO):

Project management Team comprising of : Project manager Project Leads (4): One Overall, & one each for Mech., Elect.,& Inst. Process Champions (Dedicated) : Max. 3 processes per champion Functional experts (Need based): The Functional experts shall be providing the specific guidance to the Central PMO in complete management of the program for respective functional areas on a need & request basis from the Central PMO.
Site Teams (Site PMO):

Site Project Manager (Dedicated) Site Process Champions (Dedicated) : An individual shall lead not more than 3 Processes at a time Plant executive teams (Part Time- in addition to their regular activities): The respective Plant teams shall steer the implementation of the initiatives in day to day activities. This way these initiatives can be used in ONE RELIANCE WAY to transform our legacy practices to a world class Maintenance system.
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INTRODUCTION
Identified (Suggested) team members (Central & Site level):

(Site CEs Head may modify the list for their respective sites as needed)
S. No. Process Eqpt. Classification Central PMO P.Girdhar JG PMO D K Puri HZ PMO PG PMO R S Pandya GC PMO S Tripathi NC PMO R G Mani S D Hegde R G Mani S D Hegde R P Gupta V Y Sunder S D Hegde R G Mani S D Hegde BC PMO D Kirtiwad
RCM RBI IPF
P.Girdhar S.Rebello J.K.Khushu P.Girdhar
D K Puri U Anand N A Gandhi D K Puri
.. K Ramesh T Kumar ..
R S Pandya V R Ekbote R Bhattacharya R S Pandya
S Tripathi N Prasad H Dholakia S Tripathi
D Kirtiwad . M C Choksi D Kirtiwad
2 3 5 4 6 7 8 9
RCA PM PdM Process Calib. & Testing Process Equipment C hange Over Obsolescence Management Annual Planning & budgeting Process Multi-year Maint. Planning
D.K.Sud
H.Dayal M Goradia
K Ramesh
U G Puranik R Bhattacharya
H N Johri
SK Hanamshet
D K Sud
J.K.Khushu
N A Gandhi
T Kumar
R Bhattacharya
H Dholakia
V Y Sunder S D Hegde S Singh
M C Choksi
P Abraham
NKK Prasanna
P G Sriram
G K Choudhary
S D Hegde V Y Sunder S Singh
D K Sud
10
Work Management KPI Measurement & Reporting Maint. System Audit & Review Knowledge Mgt. (e- Doc) Shutdown Mgt. process
A.K.Pandey
P Abraham B.P.Singh M B Thiru H Singh
NKK Prasanna
P G Sriram
G K Choudhary
S D Hegde V Y Sunder R G Mani S D Hegde R G Mani S D Hegde R G Mani R G Mani
D K Sud
11 12 13 17
P K Gupta U K Jethwa D K Malonia P.Pandit
P G Sriram K K Jain K G Vora U.G.Puranik
K B Fojdar A A Sawant G K Choudhary G K Choudhary
.. V J Kantharia V J Kantharia
J.K.Khushu D.G.Marathe
B.P.Singh B.P.Singh
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INTRODUCTION
F. E&M Business transformation Program management:

Each of the Business transformation initiatives shall be treated as a Project. The program management of the entire business transformation shall be structed as per the following setup :
Apex Committee : The overall direction and executive oversight to the entire Maintenance
Business transformation initiatives shall be provided by an Apex body comprising of : Corporate sponsor Business Executive Sponsors Site CES Heads CoMEE Functional Heads IT Sponsor The Apex body shall review the progress of the projects from time to time & provide guidance.
Central PMO : The Project shall have a dedicated Central Project Management office under a
designated Project Manager. The central PMO shall: Develop the overall business transformation plan in line with the Apex body guidelines Guide implementation through Site champions Seek feedback on important issues Make Process design changes as required Site Communication & ensure uniformity Cross pollination of implementation learning Monitor implementation project Report the progress to the Corporate at a group level The central PMO shall prepare a Work breakdown structure along with the Scope, Timelines, Responsibility, site ownership, and Manpower requirement to execute the activities at Central / Site PMO. The Central PMO shall monitor all site progress as well from time to time. There will be a set target for each WBD points on a fortnightly basis and shall be overviewed/ reviewed every fortnight by the central PMO Site Apex body : There will be Site level Steering committee comprising of Site Head, Site CES Head, Functional Heads and Process/ Program wise Site champions and shall: Have Ownership of site level implementation and roll-out Enable process implementation at site Monitor site level Progress The Site level steering committee shall review the progress of the project & its implementation at respective sites from time to time (At least once in a month) Site PMO : There will be a Site level Project management Office under a dedicated Program champion (reporting to the Site CES Head) and shall work in close coordination with the Central PMO. The functions of the Site level PMO shall be to:
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INTRODUCTION
Drive implementation of processes at the site Provide feedback to Site Implementation Head & central team on Progress, Constraints, important issues every fortnight Conduct change management initiatives and training activities (train the trainer) Communicate across plants for the site Plant Executive team : The Plant level execution teams as identified by the Site CES Heads shall Implement processes at plant level on a day-to-day basis, based on guidance from site level PMO Execute necessary training and provide guidance at user level
G. Quick hits for E&M BT:

1) RCA program effectiveness Time & Quality perspective B & C Class RCA validation & team formation in time B & C Class RCA analysis & approval in time B & C Class RCA in depth analysis review by Functional Expert 2) Job Planning & Scheduling compliance Planning of jobs latest within 3 days of identification Job Scheduling of jobs in time PTW Closure holding job closure more than 15 days Job closure & validation more than 7 days after PTW closure 3) PM (minor & major invasive), PdM, Inspection, Testing, Calibration, Schedule fixation & compliance in time 4) Asset criticality analysis with perspective LOF/LOC/LOB 5) 6) Job pack preparation for each asset for all types of tasks Attaching Maintenance definition (Tasks) to each asset with frequency
7) SMP Preparation with check sheets (Step wise instruction, check sheet for limits & tol. etc.) 8) Critical components-identify, adequacy check & develop specification/ ROL/ROQ/ QA Plan/ MERI/ Preservation 9) BOM Correctness minimum 1000 items/month/discipline/site
10) Data cleanup minimum 1000 records per site per month 11) IPF study Minimum 5 study / site/ month along with strategy (maintenance task) correction 12) FMEcA study - Minimum 5 study / site/ month along with strategy (maintenance task) correction 13) RBI Manual creation with review min. 1 plant / site / month along with strategy (maint. task) correction
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INTRODUCTION
14) Competency mapping of all individuals minimum 50 persons/week/Site along with gap analysis 15) Training program initiation for individuals (Classroom, guide, mentor ) as per gap analysis 16) Succession planning for key positions (from top to Maintenance Manager level) 17) Rotation of persons minimum 2 persons/discipline/ site 18) Training of maintenance persons in MIQA initiative minimum 50 persons / month / site
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INTRODUCTION
H. Work Breakdown Structure: Maintenance Business Transformation - Activity Chart

(Pls. note that the Scope, Resource required and the target dates shall be finalized at a later date after discussions with Sites)
ACTIVITIES
1.0 1.1.
Resp
Owner
Scope
Resource Reqd
Target
Status
1.2.
1.3.
1.4. 2. 2.1.
2.2. 2.3.
Maintenance Strategy and Policy Reengineered Maintenance Strategy, Vision, Mission, Strategy to be defined SAP enablement for capturing the strategy Asset wise Equipment classification & mapping Reliability Imp. Process as well as maint. Activity with Equipment classification & mapping Reliability Imp. Process as well as maint. Activity with frequency Monitoring & Audit for Job cycle effectiveness Organizational Design Approve Org. structure of Maint. & Engg at Sites as well as CoMEE CoMEE level with proper alignment Succession Rotation plan preparation up to Maintenance manager level Identify positions where succession planning is needed in the first place (Strategic positions)
CoMEE
A K Pandey
Completed
SAP
A K Pandey
Completed
P.Girdhar
Site CES Head Site CES Head
Under way
P. Girdhar
Under way
CoMEE
TBD
Sites Sites
TBD TBD
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INTERNAL DOCUMENT MAINTENANCE MANAGEMENT ACTIVITIES

2.4.
Resp Owner
INTRODUCTION
Scope Resource Reqd Target TBD Status
2.5. 2.6.
2.7. 2.8. 2.9. 2.10. 3. 3.1. 3.1.1. 3.1.2. 3.1.3. 3.1.4. 3.1.5.
Sites Identify potential candidates for the various positions as identified above across all sites Sites Check individuals competency level thru Competency assessment chart Sites Find out leader development needs thru gap analysis of the competency needed vs. available Sites Announce to the individuals for their future roles & expectations CoMEE / Sites Provide necessary guidance at site level for development Enable, Guide & Monitor progress for CoMEE/ Sites acquiring requisite competency level Sites Implement Succession & Rotation plan & monitor effectiveness Training & HR Initiatives Competency mapping & Enable training & certification
TBD TBD
TBD TBD TBD TBD
Competency matrix preparation for all positions SAP Enablement of Competency assessment Competency mapping teams declaration at sites Conduct competency mapping in batches Preparation of Training Modules mapped to each competency
CoMEE CoMEE/SAP Sites Sites CoMEE/ Sites
Completed TBD TBD TBD TBD
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elements & levels
3.1.6. 3.1.7.
Resp Owner
INTRODUCTION
Scope Resource Reqd Target Status
3.1.8. 3.1.9.
Training plan preparation for the Level I & Level II Conducting training thru subject matter experts - well established faculties Enable, Guide & Monitor progress for acquiring requisite competency level Career progression plan preparation & execute up to Maintenance manager level Identify Functional expert positions & their locations Identify mentors for potential Functional experts Thru Competency mapping identify potential Functional experts Explore gaps in individuals for expertise level Training plan preparation for the Level I & Level II for the Functional specialists Conducting training thru subject matter experts - well established faculties Enable, Guide & Monitor progress for acquiring requisite competency level Rotation plan preparation & execute up to Maintenance manager level
Sites/ CoMEE Sites /CoMEE
TBD TBD
Sites Sites
TBD TBD
3.2.
3.2.1. 3.2.2. 3.2.3. 3.2.4. 3.2.5. 3.2.6. 3.2.7. 3.2.8.
Functional experts identification, enable & certification

CoMEE CoMEE/SAP Sites Sites Sites/ CoMEE Sites /CoMEE Sites Sites TBD TBD TBD TBD TBD TBD TBD TBD
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3.3.
Resp Owner
INTRODUCTION
Root Cause analysis, Turnaround mgt., Reliability tool usage, MIQA training
Identify areas for functional training like RCA, T/A management, RCM/ RBI/IPF/ Stat. analysis etc.) Nomination of Persons site wise Thru Competency mapping identify potential candidates Identify faculty for the specific program Training plan preparation for the respective areas (Yearly calendar) Conducting training thru subject matter experts - well established faculties Enable, Guide & Monitor progress for acquiring requisite competency level Rotation plan preparation & execute in order to disseminate knowledge & learning
CoMEE TBD
3.3.1.
3.3.2. 3.3.3.
CoMEE/SAP Sites
TBD TBD
3.3.4.
Sites
TBD
3.3.5.
Sites/ CoMEE
TBD
3.3.6.
Sites /CoMEE
TBD
3.3.7.
Sites
TBD
3.3.8.
Sites
TBD
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4. 4.1. 4.1.1. 4.1.1.1.
Resp Owner
INTRODUCTION
4.1.1.2.
4.1.1.3. 4.1.1.4. 4.1.1.5. 4.1.1.6. 4.1.1.7.
MBP Implementation Asset Classification and Reliability Improvement Techniques Asset Classification & Reliability Imp. Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Asset Classification & Reliability Improvement Process User acceptance Test for the Process Improve the processes based on the UAT Final test of the process Training of End users for the processhands on training Implementation of Process at sitesAsset classification & Maintenance task, Job pack preparation (See Details in next sheet) Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators
CoMEE / SAP
TBD
SAP/CoMEE/ Sites CoMEE/SAP CoMEE/SAP CoMEE/SAP Sites/CoMEE/ SAP
TBD TBD TBD TBD TBD
4.1.1.8. 4.1.1.9.
CoMEE/SAP Sites
TBD TBD
of 85

4.1.1.10. 4.1.1.11.
Resp CoMEE/SAP CoMEE/SAP/ Site Owner
INTRODUCTION
Scope Resource Reqd Target TBD TBD Status
Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity Institutionalize Job Pack Identification & tagging of all PSM critical assets Preparation of Generic Procedures (See 11 also) Preparation of Job packs for all assets - activity wise Preparation of Specific SMPs for all critical assets Identification & tagging of all PSM critical assets' spares BOM correctness & attaching to all assets with ROQ, ROL PSM critical spares - specifications & supplier identification, certification and attaching to BOM PSM critical spares - Minimum Essential Receiving Inspection points preparation, storage/ preservation checks & attaching to BOM PSM critical spares (Existing) Inspection, certification, Storage & Preservation as per procedure
4.1.2. 4.1.2.1. 4.1.2.2. 4.1.2.3. 4.1.2.4. 4.1.2.5. 4.1.2.6. 4.1.2.7.
Sites CoMEE / Sites Sites Sites Sites Sites Sites
TBD TBD TBD TBD TBD TBD TBD
4.1.2.8.
Sites
TBD
4.1.2.9.
Sites
TBD
of 85

4.1.2.10
Resp CoMEE Owner
INTRODUCTION
4.1.2.11
4.1.2.12
4.1.2.13. 4.1.2.14. 4.1.2.15. 4.1.3. 4.1.3.1. 4.1.3.2. 4.1.3.3.
Contractor selection, enrolment, Auditing guideline, & Process preparation Prepare process for Service PR, Scope of work definition, & quality check of activities defined for outsourcing (Including Repair & refurbishment) Prepare guideline for QA of spares under supply & erect contracts/ spares supplied during overhauls etc. Training of users on the Generic SMPs Training of users on the Specific SMPs Implementation monitoring & bringing a cultural change in asset integrity RCM Activities Release generic FMEcA to sites Team to be formed with its sponsor Plant wise FMEcA for the critical rotary assets to be prepared and implement approved recommendations RCM Software to be procured as identified Training to be provided on the software usage
CoMEE
TBD
CoMEE
TBD
CoMEE/Sites Sites Sites/CoMEE
TBD TBD TBD
CoMEE/SAP Sites Sites
TBD TBD TBD
4.1.3.4. 4.1.3.5.
CoMEE CoMEE
TBD TBD
of 85

4.1.3.6. 4.1.3.7. 4.1.3.8. 4.1.4. 4.1.4.1. 4.1.4.2. 4.1.4.3.
Resp Sites/CoMEE Sites Sites/CoMEE Owner
INTRODUCTION
Scope Resource Reqd Target TBD TBD TBD Status
4.1.4.4.
4.1.4.5. 4.1.4.6.
Institutionalization of the software based RCM Strategy correction based on the RCM result Cycle check for the effectiveness of RCM Program RBI Activities Define plant wise teams to prepare Asset Integrity manual Process control loops identification & marking on P&Ids Loops Classification based on metal loss, toxicity, flammability & explosivity point of view Find effect on loops: of flow dynamics, temp./Press. excursions, Process chemistry & operational excursions, Feed mix/ quality variations, SOP/SOC /SMP/ FCOs/ Design changes, Stagnant zones, Mixing/ injection points, LPD, HPV, Vessel trims, Corrosion (int./ ext.)/ CUI, SCC, etc Define operational control limits for every loops Define Inspection frequency and Methodology with field marking of insp. Ports as per approved recommendations
Sites Sites Sites
TBD TBD TBD
Sites
TBD
Sites Sites
TBD TBD
of 85

4.1.4.7. 4.1.4.8. 4.1.4.9. 4.1.4.10. 4.1.4.11. 4.1.5. 4.1.5.1. 4.1.5.2. 4.1.5.3.
Resp CoMEE CoMEE Sites/CoMEE Sites Sites/CoMEE Owner
INTRODUCTION
Scope Resource Reqd Target TBD TBD TBD TBD TBD Status
Procurement of RBI software Training to be provided on the software usage Incorporation of all above data onto the RBI software Strategy correction based on the RBI result Cycle check for the effectiveness of RBI Program IPF Activities Teams & Team leaders to be identified & announced Guidelines for the data compilation & formats to be issued Data compilation, Study & implementation of approved recommendations Procurement/ Internal development of IPF/SIS software Training of Site people for the IPF/SIS implementation Incorporation of all above data onto the IPF/SIS software Strategy correction based on the RBI result Cycle check for the effectiveness of IPF Program
Sites CoMEE Sites
TBD TBD TBD
4.1.5.4. 4.1.5.5. 4.1.5.6. 4.1.5.7. 4.1.5.8.
CoMEE / MA CoMEE/ MA Sites Sites Sites/CoMEE
TBD TBD TBD TBD TBD
of 85

4.1.6. 4.1.6.1. 4.1.6.2. 4.1.6.3. 4.1.6.4. 4.1.6.5. 4.1.6.6. 4.1.6.7. 4.1.6.8. 4.1.6.9. 4.1.7.
Resp Owner
INTRODUCTION
Statistical analysis Activities Functional experts selection for stat analysis team Bad actors selection for stat. Analysis Data compilation to be done (Long term perspective) Procurement of Stat. Analysis software (Weibull) Training of Site people for the software Incorporation of all above data onto the Result analysis
Strategy correction based on the analysis Cycle check for the effectiveness of Program Legacy data cleanup for strategy correction Develop the data clean up platform in SAP Identify scope for data clean up (data already available in system) as well as outside SAP
Sites CoMEE Sites CoMEE / MA CoMEE/ MA Sites Sites/ CoMEE Sites Sites / CoMEE
TBD TBD TBD TBD TBD TBD TBD TBD TBD
4.1.7.1. 4.1.7.2.
CoMEE/SAP CoMEE / Sites
TBD TBD
of 85

4.1.7.3.
Resp Sites Owner
INTRODUCTION
Define team (Executor, Validator & Auditor-if needed) - discipline wise to carryout the cleanup exercise Train the team on the facets of Data Cleanup Site wise data dump as required to be released Start cleanup exercise after defining the time frame & prioritized data To have a fortnightly progress monitoring site wise
4.1.7.4.
CoMEE/Sites
TBD
4.1.7.5.
SAP
TBD
4.1.7.6.
Sites
TBD
4.1.7.7.
Sites/CoMEE
TBD
4.2. 4.2.1. 4.2.1.1.
4.2.1.2. 4.2.1.3. 4.2.1.4.
Root Cause Analysis Root Cause Analysis Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Root cause Analysis Process User acceptance Test of RCA Process Improve the processes based on the UAT
CoMEE / SAP
Completed
CoMEE / SAP CoMEE / SAP CoMEE/SAP
Completed Completed TBD
of 85

4.2.1.5. 4.2.1.6.
Resp CoMEE/SAP Sites/CoMEE/ SAP Owner
INTRODUCTION
Scope Resource Reqd Target Completed Completed Status
4.2.1.7.
4.2.1.8.
4.2.1.9. 4.2.1.10.
4.2.2. 4.2.2.1. 4.2.2.2. 4.2.2.3.
4.2.2.4. 4.2.2.5.
Training of End users for the balance processes- hands on training Implementation of Processes at sitesMalfunction validation, Team formation, Analysis, Review, Validate, Approval, Recommendation mgt. Development (Enhancement ) of Working level MIS including the balance processes Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity RCA strengthen-use RCA Techniques Identify Site persons to undergo RCA technique training Organize RCA technique training Replicate learnings at sites by way of attaching people to each trained members (during hands on analysis) Organize refresher courses from time to time Analyze need for Procurement of RCA Software
CoMEE/SAP
TBD
Sites
Contd
CoMEE/SAP CoMEE/SAP/ Site
TBD TBD
Sites CoMEE Sites
Completed Completed Continued
CoMEE / Sites CoMEE
TBD TBD
of 85

4.2.2.6. 4.2.2.7. 4.2.2.8.
Resp CoMEE / Site CoMEE/Sites CoMEEFunction Specialist Owner
INTRODUCTION
Training of Site people for the RCA software Institutionalization of the software based RCA Select RCA analysis review for depth
4.3. 4.3.1.
4.3.2. 4.3.3. 4.3.4. 4.3.5. 4.3.6.
4.3.7. 4.3.8.
Preventive Maintenance Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Preventive Maintenance Process User acceptance Test of Preventive Maintenance Process Improve the processes based on UAT Training of End users for the processhands on training Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback
CoMEE / SAP
completed
CoMEE / SAP SAP/CoMEE/ Sites CoMEE/SAP CoMEE/SAP Sites/CoMEE/ SAP
TBD TBD TBD TBD TBD
CoMEE/SAP Sites
TBD TBD
of 85

4.3.9. 4.3.10.
INTRODUCTION
Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity Predictive Maintenance Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Predictive Maintenance Process User acceptance Test of Predictive Maintenance Process Improve the process based on the UAT Training of End users for the processhands on training Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback
4.4. 4.4.1.
CoMEE / SAP
completed
4.4.2. 4.4.3. 4.4.4. 4.4.5. 4.4.6.
TBD TBD TBD TBD TBD
4.4.7. 4.4.8.
CoMEE/SAP Sites
TBD TBD
of 85

4.4.9. 4.4.10.
INTRODUCTION
Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity Calibration, testing & certification Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Calibration, testing & certification Process User acceptance Test of Calibration, testing & certification Process Improve the process based on the UAT Training of End users for the processhands on training Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback
4.5. 4.5.1.
CoMEE / SAP
completed
4.5.2. 4.5.3. 4.5.4. 4.5.5. 4.5.6.
TBD TBD TBD TBD TBD
4.5.7. 4.5.8.
CoMEE/SAP Sites
TBD TBD
of 85

4.5.9. 4.5.10.
INTRODUCTION
Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity Changeover Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Changeover Process User acceptance Test of Changeover Process Improve the processes based on the UAT Training of End users for the process - hands on training Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload
4.6. 4.6.1.
CoMEE / SAP
completed
4.6.2. 4.6.3.
CoMEE / SAP SAP/CoMEE/ Sites CoMEE/SAP
TBD TBD
4.6.4.
TBD
4.6.5.
CoMEE/SAP
TBD
4.6.6.
Sites/CoMEE/ SAP
TBD
of 85

4.6.7.
Resp CoMEE/SAP Owner
INTRODUCTION
Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity
4.6.8.
Sites
TBD
4.6.9. 4.6.10.
TBD TBD
4.7. 4.7.1.
4.7.2. 4.7.3. 4.7.4. 4.7.5.
Obsolescence Management Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Obsolescence Management Process User acceptance Test of Obsolescence Management Process Improve the process based on the UAT Training of End users for the processhands on training
CoMEE / SAP
completed
CoMEE / SAP SAP/CoMEE/ Sites CoMEE/SAP CoMEE/SAP
TBD TBD TBD TBD
of 85

4.7.6.
Resp Sites/CoMEE/ SAP Owner
INTRODUCTION
4.7.7. 4.7.8.
4.7.9. 4.7.10.
Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity Annual Planning & Budgeting Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Annual planning & budgeting Process User acceptance Test of Annual planning & budgeting Process Improve the process based on the UAT Training of End users for the processhands on training
CoMEE/SAP Sites
TBD TBD
TBD TBD
4.8. 4.8.1.
CoMEE / SAP
completed
4.8.2. 4.8.3. 4.8.4. 4.8.5.
TBD TBD TBD TBD
of 85

4.8.6.
INTRODUCTION
4.8.7. 4.8.8.
4.8.9. 4.8.10.
Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity Multi year Planning Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Multiyear Planning Process User acceptance Test of Multiyear Planning Process Improve the process based on the UAT Training of End users for the processhands on training
CoMEE/SAP Sites
TBD TBD
TBD TBD
4.9. 4.9.1.
CoMEE / SAP
completed
4.9.2. 4.9.3. 4.9.4. 4.9.5.
TBD TBD TBD TBD
of 85

4.9.6.
INTRODUCTION
4.9.7. 4.9.8.
4.9.9. 4.9.10.
Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity Work management Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Work management Process User acceptance Test of the Process Improve the process based on the UAT Training of End users for the processhands on training
CoMEE/SAP Sites
TBD TBD
TBD TBD
4.10. 4.10.1.
CoMEE / SAP
TBD
4.10.2. 4.10.3. 4.10.4. 4.10.5.
TBD SAP/CoMEE/ Sites CoMEE/SAP CoMEE/SAP TBD TBD TBD
of 85

4.10.6.
INTRODUCTION
4.10.7. 4.10.8.
4.10.9. 4.10.10.
Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity XI. MBP implementation KPI Management Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Predictive Maintenance Process User acceptance Test of Predictive Maintenance Process Improve the process based on the UAT Training of End users for the processhands on training
CoMEE/SAP Sites
TBD TBD
TBD TBD
4.11. 4.11.1.
CoMEE / SAP
completed
4.11.2. 4.11.3. 4.11.4. 4.11.5.
TBD TBD TBD TBD
of 85

4.11.6.
INTRODUCTION
4.11.7. 4.11.8.
4.11.9. 4.11.10.
Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity XII. MBP implementation Audit & Review Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Predictive Maintenance Process User acceptance Test of Predictive Maintenance Process Improve the process based on the UAT Training of End users for the processhands on training
CoMEE/SAP Sites
TBD TBD
TBD TBD
4.12. 4.12.1.
CoMEE / SAP
completed
4.12.2. 4.12.3. 4.12.4. 4.12.5.
TBD TBD TBD TBD
of 85

4.12.6.
INTRODUCTION
4.12.7. 4.12.8.
4.12.9. 4.12.10.
Implementation of Processes at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity XIII. MBP implementation Knowledge management & e_Doc Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Knowledge Management process User acceptance Test of Knowledge Management Process Improve the process based on the UAT Training of End users for the processhands on training
CoMEE/SAP Sites
TBD TBD
TBD TBD
4.13.
4.13.1.
CoMEE / SAP
completed
4.13.2. 4.13.3. 4.13.4. 4.13.5.
TBD TBD TBD TBD
of 85

4.13.6.
INTRODUCTION
4.13.7.
Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity
CoMEE/SAP
TBD
4.13.8.
Sites
TBD
4.13.9. 4.13.10.
TBD TBD
4.14. 4.14.1.
4.14.2. 4.14.3.
XIV. MBP implementation Learning & Development Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Learning & Development Process User acceptance Test of Learning & Development Process
CoMEE / SAP
completed
CoMEE / SAP SAP/CoMEE/ Sites
TBD TBD
of 85

4.14.4. 4.14.5. 4.14.6.
Resp CoMEE/SAP CoMEE/SAP Sites/CoMEE/ SAP Owner
INTRODUCTION
4.14.7. 4.14.8.
4.14.9. 4.14.10.
Improve the process based on the UAT Training of End users for the processhands on training Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity XV. MBP implementation Employee Evaluation Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Employee evaluation Process User acceptance Test of Employee evaluation Process
CoMEE/SAP Sites
TBD TBD
TBD TBD
4.15. 4.15.1.
SHALL BE DEVELOPED AS A PART OF HR INITIATIVE JOINTLY FOR ALL STREAMS

CoMEE / SAP completed
4.15.2. 4.15.3.
TBD TBD
of 85

4.15.4. 4.15.5. 4.15.6.
INTRODUCTION
4.15.7. 4.15.8.
4.15.9. 4.15.10.
4.16. 4.16.1.
Improve the process based on the UAT Training of End users for the processhands on training Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity XVI. MBP implementation Career Progression Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Career progression Process User acceptance Test of Career progression Process
CoMEE/SAP Sites
TBD TBD
TBD TBD
SHALL BE DEVELOPED AS A PART OF HR INITIATIVE JOINTLY FOR ALL STREAMS

CoMEE / SAP completed
4.16.2. 4.16.3.
TBD TBD
of 85

4.16.4. 4.16.5. 4.16.6.
INTRODUCTION
Improve the process based on UAT Training of End users for the processhands on training Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity Turnaround and Shutdown Management XVII. MBP implementation Turnaround management Process Business process document preparation (with guidelines & templates), Approval & release for SAP enablement SAP enablement of Turnaround Management Process
4.16.7. 4.16.8.
CoMEE/SAP Sites
TBD TBD
4.16.9. 4.16.10.
TBD TBD
4.17. 4.17.1. 4.17.1.1.
CoMEE / SAP
completed
4.17.1.2.
CoMEE / SAP
TBD
of 85

4.17.1.3. 4.17.1.4. 4.17.1.5. 4.17.1.6.
Resp SAP/CoMEE/ Sites CoMEE/SAP CoMEE/SAP Sites/CoMEE/ SAP Owner
INTRODUCTION
Scope Resource Reqd Target TBD TBD TBD TBD Status
4.17.1.7. 4.17.1.8.
4.17.1.9. 4.17.1.10.
User acceptance Test of Turnaround Management Process Improve the process based on the UAT Training of End users for the processhands on training Implementation of Process at sitesIdentify job, Fix frequency, Job pack prepare & upload, Planning data prepare-Approve & upload Development (Enhancement ) of Working level MIS for the process Monitoring of Implementation discipline at sites thru site coordinators & CoMEE Feedback Development of KPI for the process Launch the Audit & Review Process for the process for ensuring implementation discipline & finding gaps/ opportunity XVIIA. Shutdown mgt. systemstandardize across sites Identify Site persons to undergo T/A Management training Organize T/A (S/D) management training
CoMEE/SAP Sites
TBD TBD
TBD TBD
4.17.2. 4.17.2.1. 4.17.2.2.
Sites CoMEE
Completed Completed
of 85

4.17.2.3.
Resp Sites Owner
INTRODUCTION
Scope Resource Reqd Target Continued Status
4.17.2.4. 4.17.2.5. 4.17.2.6. 4.17.2.7. 4.17.2.8.
Shutdown teams to be announced having at least two trained members in each team Plant Shutdown Plan to be initiated as per the learnings of the training Monitoring for the progress by each team through the Discipline Deans The selected developed S/D plans to be reviewed Organize refresher courses from time to time Cycle check of the benefits of organized S/D execution
Sites Sites CoMEE / Site CoMEE/Sites CoMEEFunction Specialist
Continued TBD Continued TBD TBD
4.18.
4.18.1. 4.18.2.
XVIII. MBP Implementation Minor Projects (Incl. MOC & Capex) process development Development of Business Process document for Minor Projects Building into the QA elements in the Process
Finding out possibility of SAP-PS/ Capex/ MOC portal usage for the system enablement Development of flow accordingly in SAP
CoMEE Planning CoMEE Planning SAP
TBD TBD
4.18.3.
TBD
4.18.4.
SAP
TBD
of 85

4.18.5. 4.18.6. 4.18.7. 4.18.8. 4.19. 4.19.1. 4.19.1.1. 4.19.1.2. 4.19.1.3. 4.19.1.4. 4.19.1.5. 4.19.1.6. 4.19.1.7.
Resp CoMEE/SAP/ Sites CoMEE/SAP CoMEE/SAP/ Sites CoMEE/Sites Owner
INTRODUCTION
Scope Resource Reqd Target TBD TBD TBD TBD Status
User acceptance test End user Hands on training Roll out at sites Hand hold & perform JCC
Materials Management Maintenance linkage XIXA. IMMS- Outsourcing Process implementation Development of Business Process document for Outsourcing Process Building into the QC elements in the Process SAP enablement of outsourcing process (incl.JMS) User acceptance test
End user Hands on training Roll out at sites Hand hold & perform JCC
SAP-MM Team CoMEE/SAPMM SAP-MM Sites CoMEE/SAP/ Sites CoMEE/SAP CoMEE/SAP/ Sites
TBD TBD TBD TBD TBD TBD TBD
of 85

4.19.2.
Resp Owner
INTRODUCTION
4.19.2.1.
4.19.2.2. 4.19.2.3. 4.19.2.4. 4.19.2.5. 4.19.2.6. 4.19.2.7. 5. 5.1
XIXB. IMMS- Materials procurement & stocking Process implementation Development of Business Process document for Materials procurement & Stocking Building into the QA elements in the Process SAP enablement of BOM updation incl. ROQ, ROL analysis User acceptance test
End user Hands on training Roll out at sites Hand hold & perform JCC 5.1. Reliance Engineering Standards Development Identify elements of RES- Strategy, MBP, BEP, Maintenance Procedure Standards, Detailed Engg. Package, Trg. Modules etc.- Knowledge management Maintenance Strategy, Best Engineering Practices- More than 100 developed,
CoMEE Planning CoMEE Planning SAP SAP CoMEE/SAP/ Sites CoMEE/SAP CoMEE/SAP/ Sites
TBD
TBD TBD TBD TBD TBD TBD
CoMEE Planning
TBD
5.1.1.
CoMEE Planning
To be enhanced as identified
of 85

5.1.2.
Resp SAP Owner
INTRODUCTION
5.1.3.
5.2
5.3 5.4
5.5
5.6
6. 6.1. 6.2. 6.2.1.
Maintenance Procedure Standards (Generic- 154 identified)-to be developed Development of additional Standards as identified (Equipment Design Practices) Identify other elements of Knowledge management (Master data, Knowledge data, Transactional data, Analytical data) Review & approval of Above Standards Catalogue & group the documents defining custodian for repository & updation Uploading of Standards on Group.ril.com - Knowledge management Create peer groups for exchange of information on Knowledge management (Make it live IT Enablement 6A. Process IT Enablement (SAP)
CoMEE/SAP/ Sites CoMEE/Sites
TBD
TBD
CoMEE/Sites CoMEE/SAP/ Sites CoMEE/SAP/ Sites CoMEE/Sites
TBD TBD
TBD
TBD
ADDRESSED IN RESPECTIVE PROCESSES
6B. Checks & Balance IT interface Identify elements for the various checks & balances in the maintenance steps to ensure implementation discipline
CoMEE Planning
TBD
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6.2.2. 6.2.3.
Resp CoMEE Planning SAP Owner
INTRODUCTION
6.2.4. 6.2.5. 6.2.6. 6.2.7. 6.2.8. 6.3. 6.3.1.
Development of Business Process document for logics Finding out possibility of development thru SAP-system / Decide on external party Development of flow accordingly in SAP/ External agency User acceptance test End user Hands on training Roll out at sites Hand hold & perform JCC 6C. Front end IT development Identify need for the front end IT interface after analyzing SAP MBP enablement Development of Business Process document for Front end IT interface Finding out possibility of development thru SAP-system / Decide on external party Development of flow accordingly in SAP/ External agency User acceptance test End user Hands on training Roll out at sites Hand hold & perform JCC
SAP CoMEE/SAP/ Sites CoMEE/SAP CoMEE/SAP/ Sites CoMEE/Sites
TBD TBD TBD TBD TBD
CoMEE Planning CoMEE Planning SAP
TBD
6.3.2. 6.3.3.
TBD TBD
6.3.4. 6.3.5. 6.3.6. 6.3.7. 6.3.8.
SAP CoMEE/SAP/ Sites CoMEE/SAP CoMEE/SAP/ Sites CoMEE/Sites
TBD TBD TBD TBD TBD
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7. 7.1
Resp Owner
INTRODUCTION
7.2 7.3 7.4 7.5 7.6 7.7 7.8 8. 8.1 8.2 8.3 8.4 8.5 8.6
KPI (Incl. Benchmarking & MIS) Finalize KPIs, Prepare KPI Dashboard, MIS details, Working level MIS, development, IT/ SAP enablement User acceptance test & improvement Training of the end users at sites Pilot implementation & course correction if needed Roll out at other sites Monitoring & feedback- JCC Benchmarking & Target setting Governance Engg. & Maintenance governance methodology definition Development of Engg. & Maintenance governance structure Review of the structure by functional specialists Approval of the Structure Uploading of the Structure in the Policy & Strategy document Usage of the structure Monitoring & Audit
TBD
TBD TBD TBD TBD TBD TBD TBD CoMEE CoMEE CoMEE CoMEE CoMEE CoMEE TBD TBD TBD TBD TBD TBD
TBD : To be determined
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INTRODUCTION
I. Conclusion :
This document is intended to bring in a radical change in the entire outlook of the Maintenance management system and the perception of the people. The intention behind is to standardize the Maintenance Management practices at all the manufacturing sites as well as bring in the world class approach towards the various aspects of maintenance. The focus has to be on a systematic delivery of activities as well as capturing all the resources utilized and the actions taken for a meaningful analysis. The overall approach is to have a focused Maintenance strategy aligned to the corporate Vision & Mission with the right type of Organisational structure at Central & Site level to deliver the required expectations of the business. In the process, the system should be capable of not only creating functional experts at all sites & at central level but to enhance the competence levels of all working hands at site level for which necessary training shall be imparted from time to time. Since long, the desire of having a Reliance Standard in the areas of Engineering & Maintenance shall be addressed by the central group in the process as well. An extensive use of Information Technology shall be done in order to create built in self checks & balances in the system so that the processes are effectively & mandatorily followed at all sites. The entire system shall be monitored through the Key Performance Indicators and discipline in system usage through the Audits & Review Process. The system shall be so designed that a high level of governance is institutionalized thru identified means.
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Reliance Industries Limited

Achieving World Class Excellence in Maintenance Through Business Transformation

INTERNAL DOCUMENT MAINTENANCE MANAGEMENT

Copyright Owner: CoMEE (GMS), RELIANCE INDUSTRIES LTD, MUMBAI

INTERNAL DOCUMENT MAINTENANCE MANAGEMENT

Reviews and Approval

Copyright Owner: CoMEE (GMS), RELIANCE INDUSTRIES LTD, MUMBAI

INTERNAL DOCUMENT MAINTENANCE MANAGEMENT

A. Maintenance & Engineering Business Transformation Program

B. The Need for a Maintenance business transformation:

Copyright Owner: CoMEE (GMS), RELIANCE INDUSTRIES LTD, MUMBAI

INTERNAL DOCUMENT MAINTENANCE MANAGEMENT

C. Maintenance Business Transformation initiatives:

Copyright Owner: CoMEE (GMS), RELIANCE INDUSTRIES LTD, MUMBAI

INTERNAL DOCUMENT MAINTENANCE MANAGEMENT

1. Creation of Maintenance Strategy & Policy:

(Deliberated in details in the Policy &

Copyright Owner: CoMEE (GMS), RELIANCE INDUSTRIES LTD, MUMBAI

INTERNAL DOCUMENT MAINTENANCE MANAGEMENT

Copyright Owner: CoMEE (GMS), RELIANCE INDUSTRIES LTD, MUMBAI

INTERNAL DOCUMENT MAINTENANCE MANAGEMENT

As is vs. To-be Process:

Copyright Owner: CoMEE (GMS), RELIANCE INDUSTRIES LTD, MUMBAI

INTERNAL DOCUMENT MAINTENANCE MANAGEMENT

Centre of Maintenance & Engineering Excellence:

Objectives of the CoMEE & its design imperative:

To create an intellectual powerhouse for Refining and Petrochemical Maintenance

Others Projects/ Major capexes Statutory / Regulatory

Copyright Owner: CoMEE (GMS), RELIANCE INDUSTRIES LTD, MUMBAI

INTERNAL DOCUMENT MAINTENANCE MANAGEMENT

Structure of the CoMEE organization:

Head Rotary group Technical Assistant Rotary Specialists

Head Static group Technical Assistant Corrosion Specialists

Head Electrical group Technical Assistant Power Systems

Knowledge Management E Documentation & KS Forums

Condition Monitoring Specialist Projects/ Capex Specialists

Planning and SAPPM

Projects/ Capex/ Statutory

Projects/ Capex/ Regulatory

Copyright Owner: CoMEE (GMS), RELIANCE INDUSTRIES LTD, MUMBAI

INTERNAL DOCUMENT MAINTENANCE MANAGEMENT

Details of the CoMEE structure & their roles:

Policy and Strategy Group Roles & Responsibilities

Head Policy & Strategy group

H ead T raining & De velopm ent & KM group

He ad S p. Pa rts & Contrac ts Mgt. group

Hea d Rotar y group

Hea d S tatic gr oup

Head E le ctrical group

Head Instru m en ta tion gr oup

Head Policy & Strategy group

Policy & Strategy

Performance meas., MIS & Benchmarking

Copyright Owner: CoMEE (GMS), RELIANCE INDUSTRIES LTD, MUMBAI

INTERNAL DOCUMENT MAINTENANCE MANAGEMENT

Hea d Poli cy & Strategy group

H ead T raining & De velopment and KM group

Head Sp. Parts & Co ntracts M gt. group

Hea d Rotary group

Hea d Static group

Head Ele ctrical group

Head Instru men ta tion group

Head Trg. & dev. and KM group