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Could you briefly explain the Maersk’s approach to obsolescence management?

A structured way of assessing known and new obsolescence issues to clarify required actions, enabling to buffer future capital expenditure expectations to deal with the issue at hand. I.e. some forward planning of technical projects and funds needed.
Then linking it to vendor bulletins abt. obsolescence to have a radar for new obsolescence issues. 

What are the main factors that should be taken into account when foreseeing obsolescence of systems and components?

Developing a risk assessment tool that yields the risk appetite level in the company. I.e. what systems are critical enough to be actioned based on the input factors (available spares, consumption rate, etc.). By this management allows funds and focus in the right places giving the minimal impact on operations. Then a good inventory overview and history of systems failures and remaining lifetime expectancy of system. 

Please tell about the planning challenge. How do you align this issue with the management?

Sharing war stories of what “factory downtime” we avoided just by chance or dumb luck. The list was long.  At the same time presenting one way it could be handled (principles) and offering the internal resources to run the project phase.
After setting up the system in our CMMS, using the system is embedded in our maintenance function. Everybody in the company (with access to our CMMS) can input potential/actual obsolescence knowledge for the HQ function to deal with in a structured way 

What risks are in the way of securing safety-critical systems?

This is back to the above Risk Matrix. Safety critical systems are always designed in a way that only long-term unavailability of parts will become an issue. Short term it will only hit uptime/operations, not safety. Safety systems are typically redundant (Electrical and automation parts). 

What would you like to achieve by attending the 3rd Edition Process Safety Excellence Conference?

Inspiration to a “Dashboard” indicating truly the integrity of “Safety Barriers” on systems. A tell tale way of giving online/real-time KPIs for the integrity of barriers. Technical (technical systems like a fire detecting system or effectiveness of passive fire protection), Operational (processes, procedures, instructions and information) and Organisational (competence and training). I would like a data/fact driven system giving general transparency of all our safety barriers (integrity) on a real time basis. Preferably with a visual interface that can be shared on all screens from CEO office to OIM on board. 

About the Conference:

This marcus evans conference is an exclusive opportunity to rediscover how to upgrade your risk and change management techniques and enforce leadership and culture for a reliable safety-focused organisation. You will learn how to properly communicate your expectations on operative procedures and responsibilities and boost the expertise on the production side. Our panel of experts will define optimal practice for avoiding confusion with choosing the right risk assessment technique and achieving continuous cumulative risk identification.

By attending this marcus evans event, you will learn how to establish effective leading indicators with the focus on the future performance. You will discuss with your peers the pitfalls and challenges of change management and discover the best practices of implementing digital solutions for Process Safety Management.

To view the Conference Agenda, click HERE!

Copyright © 2019 Marcus Evans. All rights reserved.

About the speaker:

Ole Brinck is a Head of Electrical, Automation, Technical Safety and Technical Compliance in Maersk Drilling. Has been working 29 year for A. P. Moller Maersk in various roles: 20 years building ships, responsible for Electrical, Automation and last, all Outfitting (from life wests to Main Engines). Since 2009 with Maersk's  Oil and Gas activities:
oMaersk FPSOs (head of Engineering: I.e. Technical Safety, Process, mechanical and piping, Electrical and automation, Naval architecture and Document control)
oSince 2012 with Maersk Drilling heading today Technical Safety, Electrical and Automation and Technical Compliance.

Ole Introduced a Technical Authority Framework as part of the Management of Change process in Maersk FPSOs. Later he became the prime driver and responsible for establishing a Technical Authority Framework also in Maersk Drilling. This included getting a core of Technical Authorities appropriately assessed and documented.
Today he is one of the prime stakeholder in the companywide rollout of the full Barrier Management Strategy, which the Technical Authority Framework is an integral part of. This also includes being responsible for managing/creating Performance Standards and associated assurance activities for all Safety and Environmental Critical Equipment and systems (Elements).

Maersk’s approach to obsolescence management

An interview with Ole Brinck from Maersk Drilling

Speakers Include: 
  • Air Products 
  • Cargill 
  • CHEP Europe 
  • Engie 
  • Enhesa 
  • Gensuite 
  • Kemira 
  • Maersk Drilling 
  • Maire Tecnimont 
  • Nestlé 
  • Siemens 
  • Tata Steel 
  • The Linde Group 
  • Total

Previous Attendees Include:
  • Barilla 
  • BASF SE 
  • Cargill 
  • Carlsberg 
  • Electrolux 
  • Esso 
  • GE Healthcare 
  • Henkel 
  • Janssen Pharmaceutical 
  • Kraft Foods 
  • LEGO 
  • L'Oréal 
  • PepsiCo 
  • Procter & Gamble 

For more information, please contact: Yiota Andreou

Ole Brinck Head of Electrical, Automation,Technical Safety and Compliance at Maersk Drilling

Ahead of the 3rd Edition Process Safety Excellence Conference, we spoke with Ole Brinck Head of Electrical, Automation,Technical Safety and Compliance at Maersk Drilling about Maersk’s approach to obsolescence management and the main factors that should be taken into account when foreseeing obsolescence of systems and components.

To view the Conference Agenda, click HERE!

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