Experience
Consultant: Troy Hill-Anderson
A chartered Mechanical Engineer with 40 years experience of working in the Refining, Petrochemical and chemical businesses. Working directly for major companies such as Dow Corning, Total, SATORP and BP, I have created a track record of successfully delivering sustained incremental improvements in performance, by simply adopting structured and systematic ways of working. This approach has enabled many organisations to manage change effectively, whilst maximising their ability to operate in challenging cost environments to increase profit.
BP
Reliability Director for BP, working in Refining Technology and Engineering, I created a global reliability improvement program (G-RIP). The program was deployed, implemented and embedded at all 8 refineries in the group, including all of the 6 Petro chemical sites.
The program; consisting of 20 work processes was created in collaboration with the refining teams, technical networks and key stake holders. It was fully underpinned with training materials, templates and supporting software to facilitate action tracking reporting. The program also developed and performed on site assessments to assure progress, and share good practices within the group.
In a three year period from 2016 to 2018, through the application of G-RIP, the Whiting Refinery in the USA improved its operational availability performance from 82% to 96%. They continue to deliver sustained performance.
In 2018 I located to and led a Reliability Accelerator Program (RAP) at Gelsenkirchen refinery in Germany. The concept was to stabilise, improve and sustain operational availability performance in as short as possible time frame. With a multi-national team of circa. 45 personnel and an EPCm, we engaged with the site teams to systematically focus improvement efforts on priority units and critical equipment. Created several work processes to manage action prioritisation, defect elimination and project management office.
SATORP
Maintenance Manager for a joint venture called SATORP, between Total RC and Saudi Aramco, for a new 400K B/D refinery at Jubail Industrial City in KSA. Led a team of circa. +700 personnel (SATORP Maintenance, Resident GMS + Other Transient Contractors) to safely and reliably perform the routine maintenance activities for the refinery.
During this assignment I implemented a MIE contract to deliver all of the maintenance and inspection strategies (including all spare parts) for a new refinery. I created, tendered and secured a 3 year contract (Saipem) which recovered all of the technical data from all 13 EPCs for the project team.
I developed an outsourcing contract for general maintenance activities, creating the strategy, led the contract selection and negotiations to finalise a 7 (+3) year contract. We selected two global service providers, which was the first outsourcing of maintenance services in Saudi Arabia.
Total
Corporate Reliability Engineer employed by Total R&M; working in La Défense, Paris. The role was to coordinate the reliability programs of the twelve oil refineries in the Total group; ensuring harmonisation between them and the corporate reliability guide called FORCE. The goal was to promote reliability “best practices”, as part of a continuous improvement program to optimise operational availability of refinery assets.
In terms of key activities; I have led Reliability, Availability & Maintainability (RAM) studies on new projects to integrate reliability principles into the design process of new projects within the Total group. In conjunction with these activities, I have developed a Maintenance, Inspection and Engineering (MIE) scope of work to facilitate the development of maintenance and inspection strategies for new refineries during the detailed engineering phase of projects.
Senior Reliability Engineer with Total at Lindsey Oil Refinery in North Lincolnshire.
Managed the creation and implementation of an in-house designed reliability program called TOR (Total Operational Reliability). I developed a fully integrated reliability program, which involved personnel from all departments across the refinery. The focus of the program was to improve equipment performance, identifying the costs of unreliability and managing to successfully deliver effective valorization of the capital invested.
I have also led a number of reliability improvement initiatives that have included Fluid Management and Condition Monitoring. I developed specific ‘Partnership Service Contracts’ to secure specialist technical support; these are performance based and are primarily focused on reliability improvements - covering equipment such as Relief Valves, Steam Traps and Soot-Blowers.
In 2005 I was assigned to the Turnaround & Inspection Team as a Project Leader; this was a 55M Euro project of capital investment and maintenance refurbishment. I managed work scope definition, coordinated the preparation activities through to the successful completion. I was responsible for managing all aspects of the project including safety, logistics, procurement of spare equipment and sub contracts.