Sabp A 033 PDF
Sabp A 033 PDF
Sabp A 033 PDF
Foreword
The Corrosion Management Program (CMP) is an integral part of Element 5 Asset Integrity of
the corporate Safety Management System (SMS). SMS and CMP are integrated tools developed
by Saudi Aramco to manage asset performance and maximize plant reliability and utilization
without compromise to safety and the environment.
This Corrosion Management Program Manual represents the what and how to for deploying
corrosion management strategies throughout Saudi Aramco operational facilities. It provides
generic guidelines and principles that will require customization to specific plants or units.
Process fluids, operating conditions and materials differ from one plant to another.
Accordingly, appropriate corrosion control and mitigation strategies will be required to manage
corrosion throughout the asset life cycle, i.e., at design, procurement and construction, operation
and maintenance, and at decommissioning. Specifically, this manual addresses the operation and
maintenance phase of the asset life cycle; however, its contents may also be adapted to address
corrosion management during the other phases of the life cycle. It is noted that the biggest
impact a corrosion management program may have on the long-term integrity and reliability of a
plant is during the design phase. Accordingly, Saudi Aramco documents such as SAEP-14
Project Proposal, SAEP-122 Project Records and SAES-L-133 Corrosion Protection
Requirements for Pipelines, Piping and Process Equipment stipulate the development of a CMP
for every new project or capital program at the earliest possible stage, based on established
guidelines and principles given in these documents.
Corrosion failure prevention is best achieved by focusing on the early stages of performance
degradation or incipient failure; these stages, termed non-critical failures, will result in critical
failures if left unattended or addressed too late. Accordingly, a key theme of CMP is
proactivity; this is evident in the development of proactive leading/lagging indicators and Plant
Integrity Windows (PIW). These performance metrics and variables represent the Dashboard of
corrosion management across Saudi Aramco facilities. Therefore, diligent corrosion prediction
and monitoring technologies play a critical role to safeguard the proactive nature of CMP.
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The essence of a corrosion management program lies in the deployment and management of
procedures and systems to control the day-to-day corrosion related activities. Management of
corrosion operates simultaneously at various levels within our organization/facilities, and
includes:
a policy and management structure to deal with corrosion issues as part of the overall
management process for the facility,
documentation and procedures for engineers and managers with responsibility for
corrosion as part of the strategy or corrosion plan for the facility,
planning and implementation of corrosion control and monitoring activities
provision of means for the collection and assessment of site inspection and monitoring
data, and
a system to review corrosion related activities on a regular basis.
These procedures and systems include engineering reviews, adequate quality assurance and
quality control of various aspects of design and construction, recording and trending of
monitoring and inspection data, use of condition based strategies and use or risk assessments.
This document is considered ever-green. Lessons learned shall be captured and anomalies
rectified, thus driving a process of continuous improvement. CMP work processes, technologies,
KPI and PIW targets shall be subjected to periodic reviews to ensure incremental improvement
in this program.
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1 References
1.1 Saudi Aramco References
Saudi Aramco Engineering Procedures
SAEP-14 Project Proposal
SAEP-20 Equipment Inspection Schedule
SAEP-122 Project Records
SAEP-325 Inspection Requirements for Pressurized Equipment
SAEP-343 Risk-Based Inspection
SAEP-1135 On-Stream Inspection Administration
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1.3 Publications
Saudi Aramco Safety Management System, Loss Prevention Department
Qualitative Risk Assessment, Guide Number 02-002-2010, Saudi Aramco Safety
Management Guide, Loss Prevention Department, 24 July 2010
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Guidance for Corrosion Management in Oil and Gas Production and Processing,
Energy Institute, the Health & Safety Executive (HSE), London, May 2008
2 Definitions
Corrosion Loop (CL): A section of a plant defined mainly on the basis of similar
process conditions, materials of construction or active/potential damage mechanisms.
Corrosion Loop Diagram (CLD): A Process Flow Diagram (PFD) or Materials
Selection Diagram (MSD) that is color-coded to reflect the developed corrosion loops.
Corrosion Management Program (CMP): Corporate Program developed by
CSD/ME&CCD aimed at reducing company cost of corrosion, predicting and preventing
failures, improving plant availability, optimizing inspection and monitoring methods,
promoting corrosion knowledge management, sustaining and enhancing corrosion
prevention improvement, development and deployment of new and existing technologies,
corrosion talent development and training, integration with other disciplines such as
process, operations, inspection, maintenance and loss prevention.
Damage mechanisms (DM): Types of corrosion and materials degradation a corrosion
loop may be susceptible to potentially or during operations.
Dashboard: Visual display of performance metrics or KPIs with color-codes and drill-
down features.
Key Performance Indicator (KPI): A measure associated with a specific activity;
could be Financial, Internal or Result. Could be categorized as Leading or Lagging.
Management of Change (MOC): A systematic process aimed at evaluating and
documenting all plant changes and their impact on plant safety, integrity and profitability.
Plant Assessment: Engineering review or condition assessment of a specific plant
covering operations, inspection, corrosion, maintenance, pressure vessels, piping, fire
equipment, electrical and reliability practices.
Plant Integrity Window (PIW): A chemical or physical plant parameter with
established minimum and maximum values; may be categorized as Safety PIW,
Operational PIW or Integrity PIW.
Safety Management System (SMS): Corporate document aimed at safeguarding
company assets, personnel safety and the environment throughout the full life cycle;
based on 11 Elements (including Asset Integrity-Element 5) with objectives, expectations
and deliverables
Work Process (WP): Series of activities or steps aimed at achieving a set objective,
with input and output.
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1 Introduction
The Corrosion Management Program (CMP) Manual is structured in three (3) parts as
follows:
Part 1: Basic Requirements and Deployment Activities
Part 2: Manage Corrosion Work Processes
Part 3: Damage Mechanism Narratives
1.1 Purpose
1.2 Scope
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These mechanisms are all covered in the damage mechanism narratives given in
Part 3 of this manual.
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The first five steps are concerned with the setting up a basic management system,
whilst reviews, the sixth step, forms part of a verification system. These elements
are addressed in detail in the subsequent sections.
Best Practices
Engineering Standards Policy &
Industry Standards Strategies
Accountabilities
Competency Organization
Training & Responsibilities
Review of Satisfactory
Review
Performance Performance
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Effective policy and strategies set a clear direction for the Saudi Aramco organization to
follow, aiming at the elimination of corrosion failures and an improvement of mechanical
integrity and safety. CMP policy reflects the vision of Saudi Aramco and a genuine
commitment to action. Strategies provide the means by which the policy is implemented.
Policy and strategies should be widely communicated in awareness campaigns.
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2.2 Strategies
Other tactical processes include Failure Analysis to identify root causes of asset
deficiencies and modes of failure, with the objective to prevent failure recurrence.
In addition, risk assessment methods such as Risk-Based Inspection (RBI) are
aimed at inspection optimization based on corrosion risk levels. This practice is
undertaken on new builds to identify corrosion threats and formulate corrosion
mitigation barriers. It is also undertaken on existing facilities for inspection
optimization and risk reduction. Other special assessment methods include
Fitness-For-Service (FFS) and Remaining Life Assessment (RLA); these methods
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are deployed to assess metal loss, crack/defect significance and predict remaining
useful life of assets operating under time-dependent damage mechanisms.
All above options are used either singly or in combination; the selection depends
on the specific application (the structure/materials & loads, service life) and the
corrosivity of local environments (crude slate, atmosphere, seawater, process
fluids, etc.).
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3 Organization
3.1 Introduction
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Central Engineering
Corrosion
Materials & Welding
Coatings
Chemical Treatment
Cathodic Protection
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Proponent
Corrosion
Inspection / OSI
Risk Based Inspection Coordination
Process & Operations
Technical Support
Corrosion Specialist
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Corrosion Specialist (may also play the role of CMP Team Leader)
Reports to CMP Team Leader; tasked with addressing all corrosion issues;
works with all other engineers on materials / corrosion / welding / coating
/ chemical & water treatment / cathodic protection / inspection / operations
issues, development of corrosion loops, undertaking of plant assessment
and development of recommendations, PIWs, KPIs and dashboard,
customization of damage mechanism narratives and development of CCD.
Materials & Welding Specialist (may also play the role of CMP Team
Leader) Reports to CMP Team Leader; tasked with addressing all
materials & welding issues; works closely with central engineering
corrosion specialist and proponent representatives on matters listed in
3.3.2 above.
Coatings Specialist Reports to CMP Team Leader; tasked with
addressing all coating issues; works closely with central engineering
corrosion specialist and proponents representatives on corrosion /
chemical treatment / inspection / maintenance / operations issues.
Chemical & Water Treatment Specialist Reports to CMP Team
Leader; tasked with addressing all chemical cleaning and water treatment
issues; works closely with central engineering corrosion specialist and
proponent representatives on corrosion / chemical & water treatment /
inspection / maintenance / operations issues.
Cathodic Protection Specialist Reports to CMP Team Leader; tasked
with addressing all cathodic protection issues; works closely with central
engineering corrosion specialist and proponent representatives on
corrosion / inspection / maintenance / operations issues.
Proponent:
Plant CMP Leader Reports to Plant CMP Champion and acts as the
single point of contact, tasked with coordination of all CMP deployment
activities in conjunction with the Central Engineering CMP Team Leader;
responsible for delivery of all plant information/data/logistics to Central
Engineering CMP Team Leader and execution/self-review of future CMP
deployment.
Plant Corrosion Engineer (may also play the role of Plant CMP Leader)
Reports to Plant CMP Leader; tasked with provision of updated
corrosion documentation and data, development of major corrosion
challenges list, corrosion historical review, joint development of corrosion
recommendations with the central engineering corrosion specialist,
development of PIWs/KPIs/dashboard, participation in corrosion loop
development and RBI study, customization of damage mechanism
narratives, review of CCD and deployment of CMP to other units.
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4 Deployment Methodology
CMP deployment must follow the Plan-Do-Check-Act approach so that lessons learned
are captured/exploited and continuous improvement achieved at subsequent deployments.
For this, the corporate CMP Database is designed to capture major corrosion challenges,
potential damage mechanisms, performance measures, corrosion management strategies,
technologies and recommendations. This database also serves as a tracking system for
reviews and recommendation implementation.
4.1 Pre-Deployment
Appoint team leader
Form a team
Assign roles and responsibilities
Develop scope of work and timeline (Example Gantt chart is given in Figure 5)
Plan logistics
Request plant information (Appendix 1)
o Asset list; critical equipment list
o Inspection history, post-T&I reports
o Process Description, PFDs, P&IDs
o Material Selection Diagrams (MSDs), corrosion circuits, corrosion
monitoring reports
o Chemical injection/treatment programs, controls and historical
performance data from chemical alliance
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o Internal/external/consultant reports
o Incident investigation, failure/root cause analysis reports
o Risk-Based Inspection reports
o Life assessment reports
o Corrosion review reports
Conduct CMP Introductory Presentation
Prior to deployment, the CMP Team Leader shall conduct an awareness
presentation, covering the following:
o CMP Objectives
o CMP Methodology and Benefits
o CMP Strategies
o CMP Framework
o CMP Deliverable Unit-specific Corrosion Control Document
o Deployment Plan
o Proponent Requirements
o CMP Deployment Timeline
4.2 Deployment
Perform Operate & Maintain work process gap analysis, focusing on:
Procedures
Competency
Roles & Responsibilities
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The full work processes are given in process maps in Part 2 of this CMP
Manual.
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flow rates
water wash rates
corrosion inhibitor dosage rates
corrosion/erosion/thinning rates
excess oxygen for fired equipment
Stream analysis (pH, H2S, CO2, NH3, Cl-, O2, pH2, salts, etc.)
The deliverable from this plant assessment task shall include appropriate
recommendations addressing proactively all corrosion, materials
degradation and fouling issues encountered in this exercise.
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Environmental
Reputation
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The CMP Dashboard is a visual display of the KPIs and PIWs showing
targets, compliance, impact of deviations and actions to rectify these
deviations and restore integrity. Ideally, three CMP Dashboards shall be
developed as follows:
Vice President Dashboard (Highest Level)
Manager Dashboard (High Level)
Superintendent Dashboard (Medium Level)
Supervisor and Engineer Dashboard (Detailed Level)
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A draft CCD shall be developed and submitted for plant proponent review.
Upon receipt of proponent review comments from the draft CCD, a final
CCD shall be developed and submitted to proponent as main CMP
deliverable. This deliverable shall then be posted on Saudi Aramco
Standards website for access within the company and future reference.
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Table 4 - Vice
VPPresident CMP Dashboard
Dashboard
Performance GT# GT# GT# GT#
# Timescale Target Method Deviation Impact
Measure 1 2 3 4
% of RBI studies
1 completed compared Yearly 100% Operating Plan Integrity, Safety
to plan
Lost Profit
Opportunity (LPO) Manufacturing &
2 Yearly 0 Profitability
resulting from Planning
Corrosion Failures
Table 5 - Manager
Manager CMP Dashboard
Dashboard
Performance GT# GT# GT# GT#
# Timescale Target Method Deviation Impact
Measure 1 2 3 4
% of RBI studies
1 completed compared Yearly 100% Operating Plan Integrity, Safety
to plan
Lost Profit
Opportunity (from Semi- Manufacturing &
2 0 Profitability
corrosion failures) annually Planning
($MM)
Corrosion Failures Semi- Mechanical Integrity, Plant
3 0 Inspection Report
(critical) (#) annually Utilization, Plant Availability
Table 6 - SuperintendentDashboard
Superintendent CMP Dashboard
Performance GT# GT# GT# GT#
# Timescale Target Method Deviation Impact
Measure 1 2 3 4
% of RBI studies
1 completed compared Yearly 100% Operating Plan Integrity, Safety
to plan
Lost Profit
Opportunity (from Semi- Manufacturing &
2 0 Profitability
corrosion failures) annually Planning
($MM)
Corrosion Failures Semi- Mechanical Integrity, Plant
3 0 Inspection Report
(critical) (#) annually Utilization, Plant Availability
PIWs within Limits
4 Daily 100 PIW Dashboard PIW Dashboard
(%)
Erosion-Corrosion, Amine
Corrosion, General
TMLs > 5MPY (Class
5 Quarterly 0 UT Scanning Corrosion, Under-Deposit
0, 1, 2) (%)
Corrosion, Sour Water
Corrosion
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5 Review
Facilities, via the Plant CMP Leader, are required to conduct periodic (monthly,
quarterly, semi-annually or annually) performance reviews on their facilities.
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5.2.1 Perform CMP self-review after 2 years from the first deployment and
every 2 years thereafter, using check-list (Appendix 3). This self-review
shall be carried out by the plant proponent at least 2-months prior to the
Central Engineering review, focusing on:
CMP Dashboard (KPIs/PIWs) deviation and corrective actions
i. Asset condition/integrity
ii. Proactive performance detection
iii. Plant availability, performance and utilization
Technology deployment
Corrosion Human Resource (HR) review
Documentation and knowledge management
The purpose of the reviews is to ensure that the CMP is efficient, effective and reliable,
and that the work processes and activities are being implemented in accordance with the
procedures. Review findings shall be used to improve the CMP and, where appropriate
the corrosion management strategies.
6.2 Reviews shall be carried out in accordance with the checklist given in Appendix 3
and on the basis of objective evidence of compliance.
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6.3 Both internal and contractor led activity, e.g., chemical vendor, should be subject
to this review.
6.4 Self-reviews shall be carried out by the Plant CMP Leader or plant corrosion
engineer.
6.5 Reviews shall be carried by the Central Engineering CMP Team Leader or
Corrosion Subject Matter Expert assisted by another engineer, both with
competence in review practice and understanding of corrosion management
strategies.
6.6 The Central Engineering CMP review team shall be independent of both
operational and functional teams that are directly involved in implementing the
CMP for the facility concerned.
6.8 Central Engineering may bring forward a review if there is evidence of serious
non-compliance that poses a threat to the effectiveness of the CMP and safety.
In the event that non-compliance is detected, corrective action shall be agreed
with the plant CMP leader or corrosion engineer and their management.
6.9 Review reports shall be made available to the facility management and Central
Engineering CMP Champion, his management, i.e., in this case Consulting
Services Department (CSD) Manager and supervisors of the review team.
6.10 Corrective action shall be recorded in the Central Engineering CMP Database that
enables implementation, overdue actions and close out to be identified and
tracked. Facility management and those responsible for actions shall receive
regular reports from the Central Engineering CMP Champion on progress towards
close out.
Revision Summary
30 March 2013 New Saudi Aramco Best Practice.
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A4. General
Process Flow Diagrams (PFD), P&IDs
Plant Equipment List
Equipment technical information, SIS, design drawings, as built drawings
Complete list of changes made in system within the past 5-10 years.
Failure Analysis Reports
Incident Investigations and near miss reports
Risk Based Inspection/Assessments Studies
Due Diligence Reports
Engineering Service Agreement Reports
Insurance Survey Reports
Integrity and Reliability Studies
Bad Actor/Problem List
Critical Equipment Plans
Previous assessment reports
Historical Capacity/Process Changes
Previous engineering recommendations and status of implementation
Loss Prevention Compliance Reviews
Safety Management System Reports
HAZOP Studies
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A1. Definition
A corrosion loop (CL) is a section of a plant defined mainly on the basis of:
similar process conditions or
materials of construction or
active/potential damage mechanisms
Thus, a CL may contain different materials of construction and operational conditions, but
common damage mechanisms.
On the other hand, a damage mechanism (DM) is a type of corrosion and materials
degradation a CL may be susceptible to potentially or during operations. The damage
mechanisms (DMs), defined in Part 3 of this CMP Manual, are applicable to Saudi Aramco
are based on international standards but were customized to account for our operational
experiences and to include other Saudi Aramco upstream processes.
During CMP deployment, damage mechanisms are usually customized to account for
individual units process streams, metallurgy, operating conditions, and inspection findings.
Since there are continuous efforts to enhance our plants safety and profitability, the
CLs/DMs need to be evergreen (continuously reviewed and updated) to account for these
changes to be effective.
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This section details the process of self and central engineering reviews of the CMP. The purpose of
the reviews is to ensure that the CMP is efficient, effective and reliable, and that the work
processes and activities are being implemented in accordance with the procedures. Review findings
shall be used to improve the CMP and, where appropriate the corrosion management strategies.
A1. The scope of the reviews should provide:
Assurance that the CMP includes all essential elements as stipulated in this CMP
Manual
Assurance that the implemented activities provide suitable barriers to the corrosion
threats and suitable monitoring to measure performance
Assurance that the CMP activities are implemented in accordance with their
documented procedures, and
Input into reviews of performance.
A2. Reviews shall be carried out in accordance with the checklist given in Table A1 and on the
basis of objective evidence of compliance.
A3. Both internal and contractor led activity, e.g., chemical vendor, should be subject to this
review.
A4. Self-reviews shall be carried out by the plant CMP Leader or plant corrosion engineer.
A5. Reviews shall be carried by the Central Engineering CMP Team Leader or Corrosion
Subject Matter Expert assisted by another engineer, both with competence in review
practice and understanding of corrosion management strategies.
A6. The Central Engineering CMP review team shall be independent of both operational and
functional teams that are directly involved in implementing the CMP for the facility
concerned.
A7. Reviews shall be carried out on a planned schedule developed by Central Engineering CMP
Champion, as follows:
Reviews shall be carried out every 2 years
Self-reviews shall also be carried out every 2 years, 2 months prior to the review by
Central Engineering.
A8. Central Engineering may bring forward a review if there is evidence of serious non-
compliance that poses a threat to the effectiveness of the CMP and safety. In the event that
non-compliance is detected, corrective action shall be agreed with the plant CMP leader or
corrosion engineer and their management.
A9. Review reports shall be made available to the facility management and Central Engineering
CMP Champion, his management, i.e., in this case Consulting Services Department (CSD)
Manager and supervisors of the review team.
A10. Corrective action shall be recorded in the Central Engineering CMP Database that enables
implementation, overdue actions and close out to be identified and tracked. Facility
management and those responsible for actions shall receive regular reports from the Central
Engineering CMP Champion on progress towards close out.
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D. Corrosion Monitoring
Does your facility have a Computerized Corrosion Management
D1
System (CMS)?
D2 Does your facility monitor corrosion using:
D4 Probes?
D5 Coupons?
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F. Corrosion Protection
Does your facility have a coating (internal & external) and lining
F1
management program?
F2 Does your facility maintain a cathodic protection system?
G. Inspection
Does your facility maintain the following inspection programs:
G1 a. Injection Point?
G3 c. Dead Leg?
G5 e. Welding inspection?
Does your facility apply the appropriate inspection method to
G6
the relevant damage mechanism?
Are your Thickness Measurement Locations (TMLs) adequately
G7
defined and subject to periodic reviews?
H. Technology
Do you think your facility has deployed sufficient/relevant
H1
technologies to manage corrosion?
I. Key Performance Indicators (KPIs)
Has your facility developed and makes use of key performance
I1
indicators to manage corrosion failures?
J. Knowledge Management (KM)
Is there a Corrosion Knowledge Management Program at your
J1
facility?
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K2 a. SIS sheets
K3 b. PFDs
K4 c. P&IDs
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Introduction
This part describes the Manage Corrosion work processes. Although the current CMP
Manual addresses the operate & maintain phase of the asset life cycle (Attachment 3), work
processes for all phases of the life cycle are included in this part, i.e., Design, Procurement &
Construction, Decommissioning. These are presented here for completeness and future
reference. However, for the gap analysis task at commencement of CMP Deployment, only the
operate & maintain work processes (Attachment 3) shall be used.
It is noted that work processes were developed in 2010 by Saudi Aramco subject matter experts
in conjunction with an outside consultant. This exercise was undertaken to develop a corporate
asset integrity management system initially referred to as Plant Integrity Assurance
Framework (PIAF), then later changed to Asset Performance Management (APM).
Four strategic work processes were initially developed for the following disciplines, as depicted
below in Figure 8:
Inspect Assets (Inspection) SWP-04-03
Maintain Assets (Maintenance & Reliability) SWP-04-04
Manage Corrosion (Materials & Corrosion) SWP-04-05
Manage Operations (Process/Operations) SWP-04-06
For ease of understanding of the process maps in Attachments 1 4, the nomenclature and
descriptions used are illustrated in Figures 9 & 10.
These work processes (highest level) are then decomposed into Tactical (TWP), Elemental
(EWP) and Atomic (AWP) (lowest level), as depicted in the process maps given in
Attachments 1 4. For systematic purposes, these processes are structured to follow the Plan-
Do-Check-Act format to ensure continuous improvement. These work processes will require
periodic updating to ensure alignment with other company work processes and business needs.
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Document Responsibility: Materials and Corrosion Control Standards Committee SABP-A-033
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Next Planned Update: TBD Corrosion Management Program (CMP) Manual
An example of work process gap analysis is shown in Table 8 for illustrative purposes. The gap
analysis workshop shall be carried at commencement of every CMP Deployment as follows:
1. Operate & Maintain work process maps are shown on screen projector in sequential
format.
2. Central Engineering CMP Team Leader describes the steps in the first work process to
CMP participants and asks Proponent CMP Leader and other plant participants whether
the subject work process or similar work process exists at the plant.
3. Plant participants provide comments and share their work process or procedures if these
exist.
4. Gaps are then identified and documented for inclusion in the CMP Corrosion Control
Document (CCD).
5. Recommendations are then developed to address these gaps and improve corrosion
management at the plant. These recommendations shall be documented in the CCD.
Note: Work processes may be categorized as either fully performed, partially performed or not performed.
EWP 04-05-03-01 This work process is not fully There is no corporate procedure
Corrosion Data reflected in RTR activities. reflecting this WP.
Assessment However, Failure Analysis is There is a gap in procedure for
performed by CSD; RCA is the quality checking of all data.
performed by RTR
systematically as given by GI
using TAPROOT and
metallurgical examinations are
performed on a certain
percentage.
The SARCOP quarterly review
considers interrelated factors and
unusual data
EWP 04-05-03-02 There is no comprehensive The two WPs (Data Assessment
Corrosion Corrosion Review but OSI data and Management Review)
Management is reviewed periodically should be combined.
Review Best practices should be There is no standard for a
integrated with the PIW team comprehensive corrosion
management review. (Though
there is a quarterly SARCOP
review).
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Document Responsibility: Materials and Corrosion Control Standards Committee SABP-A-033
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Next Planned Update: TBD Corrosion Management Program (CMP) Manual
GWP SGWP
Start / Finish
XX-XX-XX XX
Process
Title Title
Action Addressee
SWP SSWP
Process Activity
XX-XX-XX XX-XX
Informed Addressee(s) Title Title
Decision?
TWP STWP
XX-XX-XX XX-XX-XX
Title Title
EWP SEWP
Document XX-XX-XX
XX-XX-XX
Title Title
AWP SAWP
XX-XX-XX XX-XX-XX
Off-page Reference for Title Title
2
Navigation
Page 45 of 52
Document Responsibility: Materials and Corrosion Control Standards Committee SABP-A-033
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Next Planned Update: TBD Corrosion Management Program (CMP) Manual
process
Inspection
SWP Strategy 7 VID_
02-03 QC Aramco Approval
Type of Review Certificates
Establish Cat B of Equipment
Equipment? and Documentation
Inspection SAP from Supplier
Strategy Draft SATIP
Cat S
Cat A - MPA Cat C
SAEP-1150
Inspection
Coverage on
1 EWP VID*/
Projects
03-03-01-01 PMT Inspection
A Plan Inspection on Schedule
Supplier premises
SAER-1972 during Fabrication
A
3.1.1
This is a simple
Project Proposal/ step so does not
EWP
Detailed Design 2
have a process
03-03-01-02 PQM
Inspection
A
Plan Inspection on
Schedule number
Receipt of Materials at This is an output
Aramco Construction/
Project Quality Installation Site
from the process
Manage QA Plan it is connected to
3.1.2
Supplier/ Inspection
Contractor Quality 3 Schedule
EWP PQM
Plan
03-03-01-03 /PMT
Schedule Q A Plan Inspection during
Construction on
Aramco Site Requests For
Inspection
3.1.3
4 EWP PQM/
SA Inspection 03-03-01-04 PMT
Procedures Plan Pre-
Commissioning
These are inputs Inspection
to the steps they
3.1.4
are linked to
On-Stream
Inspection
5 Schedule Reports
OIU
Plan On-Stream
A Inspection during
Commissioning
Requests For
Inspection
OSI Administration 3.1.5
3.2
This is an out-going link to the next process. This link is
not provided if the process flow returns to the parent
Page 46 of 52
Document Responsibility: Materials and Corrosion Control Standards Committee SABP-A-033
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Next Planned Update: TBD Corrosion Management Program (CMP) Manual
Adobe Acrobat
Document
(Double click to open the PDF document)
CorManPro Design_10 integrated 1
Adobe Acrobat
Document
(Double click to open the PDF document) CorManPro_PCC_8 1
Adobe Acrobat
Document
(Double click to open the PDF document) CorManPro_14 integrated 1
Adobe Acrobat
Document
(Double click to open the PDF document)
Manage Integrity during Decommissioning 1
Note: These attachments may only be downloaded if you are connected to the network. If you wish to
read these attachments offline, you are required to download them from the network to view later.
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Issue Date: 30 March 2013
Next Planned Update: TBD Corrosion Management Program (CMP) Manual
Page 48 of 52
Document Responsibility: Materials and Corrosion Control Standards Committee SABP-A-033
Issue Date: 30 March 2013
Next Planned Update: TBD Corrosion Management Program (CMP) Manual
Introduction
This part describes generic narratives for damage mechanisms encountered or likely to be
encountered at Saudi Aramco upstream and downstream facilities. These are provided here for
use at future CMP deployments; however, these require customization to actual plant service
conditions. These narratives have been derived from API RP 571 and other Saudi Aramco /
Industry documents. They have been structured to address the damage description, the affected
materials, control methodology, corrosion monitoring and inspection techniques.
A full listing of the narratives is given in Table 9. These have been assigned an SA (Saudi
Aramco) reference number as well as the actual number given in API RP 571, as appropriate.
The damage mechanism narratives are given in the PDF attachment below:
Adobe Acrobat
Document
(Double click to open the PDF document)
Damage Mechanism Narratives
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read this attachment offline, you are required to download it from the network to view later.
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Document Responsibility: Materials and Corrosion Control Standards Committee SABP-A-033
Issue Date: 30 March 2013
Next Planned Update: TBD Corrosion Management Program (CMP) Manual
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Document Responsibility: Materials and Corrosion Control Standards Committee SABP-A-033
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Next Planned Update: TBD Corrosion Management Program (CMP) Manual
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Document Responsibility: Materials and Corrosion Control Standards Committee SABP-A-033
Issue Date: 30 March 2013
Next Planned Update: TBD Corrosion Management Program (CMP) Manual
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