Inspectioneering Journal

Measuring the Effectiveness of the Pressure Equipment Integrity Management Process

Part 2

By John Reynolds, Principal Consultant at Intertek. This article appears in the November/December 1998 issue of Inspectioneering Journal.
This article is part 1 of a 2-part series.
Part 1Part 2


In Part 1 of this article, in the last edition of the IJ, I introduced the work process that we use to assess the effectiveness of our pressure equipment integrity (PEI) management. It involves a self-assessment workbook filled out by site personnel, which is in turn reviewed and validated by a team of company auditors from outside the site. I also introduced the seven major categories of assessment that we conduct.

As a refresher, those major categories include:

  • PEI Leadership and Administrative Issues
  • PEI Skill Resources, Training, and Certification
  • PEI Procedures and Practices - General
  • Quality Assurance and Quality Control Practices
  • Pressure Equipment Engineering, Maintenance, and Inspection
  • Corrosion Prevention and Control
  • PEI Records, Tools, and References

In this Part 2, I will provide a few more details, as to the type of issues that we delve into during our site reviews in each of the above categories, starting with “PEI Leadership and Administrative Issues”.

PEI Leadership and Administrative Issues

This section reviews such issues as:

  1. Inspection, organization and staffing,
  2. The existence and quality of PEI role descriptions
  3. Leak and failure reporting, investigations, and corrective actions
  4. Internal measurements for the quality of PEI effectiveness and efficiency
  5. How well the MOC (Management of Change) process functions for PEI issues
  6. Turnaround planning and execution for PEI issues
  7. How well integrated the whole PEI process is throughout the various functions at the site, and
  8. The extent and quality of systems for PEI management.

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