Inspectioneering Journal

"RBI 2002" Deriving Maximum Value from the Process - An Owner User Perspective

Part 2

By Mike Badeen, Reliability Manager at Phillips 66 Co., Mark Geisenhoff, Global Fixed Equipment Leader at Flint Hills Resources, and Lynne Kaley, Director of Reliability Strategy at Pinnacle. This article appears in the July/August 2002 issue of Inspectioneering Journal.
This article is part 2 of a 2-part series.
Part 1Part 2


In the last issue of Inspectioneering Journal, Part 1 of this series covered:

  • Laying the RBI plan - Understanding the RBI Process, and Expected Benefits
  • Starting the Implementation Process
  • Select the Stakeholders/The Study Team
  • Stakeholder Qualifications
  • Creating the Workflow and Procedures
  • Real “Gold” from the RBI Process
  • Fools “Gold” from the RBI Process

RBI Unit Example

The unit is a natural gas liquids Hydrodesulfurizing unit that has been in operation for approximately 30 years. Over the past few years, a Risk Based Inspection (RBI) program has been instituted to assist with inspection planning and risk management. Earlier this year, a multidisciplinary Corrosion-Erosion Team was established to provide a thorough corrosion and materials review of the unit. The project objective was to assess the overall corrosion management process, ensure equipment safety and optimize the return on investment of the RBI program.

In particular, the role of the Corrosion- Erosion Team was to establish a proactive equipment surveillance program by:

  • Reviewing the RBI information, unit operating parameters and inspection history to identify key process parameters that affect corrosion and damage mechanisms.
  • Reviewing the corrosion control program effectiveness including corrosion inhibitors and water washing/condensate injection.
  • Identifying opportunities for monitoring, inspection or metallurgical upgrades to minimize fixed equipment failures.

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