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ASME PCC-3 Inspection Planning Using Risk-Based Methods , 2007
- ERRATA
- CONTENTS
- FOREWORD
- ASME COMMITTEE ON PRESSURE TECHNOLOGY POST CONSTRUCTION
- INSPECTION PLANNING USING RISK-BASED METHODS [Go to Page]
- 1 SCOPE, INTRODUCTION, AND PURPOSE [Go to Page]
- 1.1 Scope
- 1.2 Introduction
- 1.3 Purpose
- 1.4 Relationship to Regulatory and Jurisdictional Requirements
- 2 BASIC CONCEPTS [Go to Page]
- 2.1 Risk
- 2.2 Overview of Risk Analysis
- 2.3 Inspection Optimization
- 3 INTRODUCTION TO RISK-BASED INSPECTION [Go to Page]
- 3.1 Items RBI Will Not Compensate for
- 3.2 Consequence and Probability for Risk-Based Inspection
- 3.3 Risk Analysis Methodology [Go to Page]
- 3.3.1 Qualitative RBI Analysis.
- 3.3.2 Quantitative RBI Analysis. [Go to Page]
- 3.3.2.1 Quantitative Risk Analysis QRA.
- 3.3.3 Semiquantitative RBI Analysis.
- 3.3.4 Continuum of Approaches.
- 3.3.5 Data Inputs.
- 3.3.6 Precision Versus Accuracy.
- 3.4 Understanding How RBI Helps to Manage Operating Risks [Go to Page]
- 3.4.1 Variables Considered for Each Operating Condition.
- 3.5 Inspection Plan
- 3.6 Management of Risks [Go to Page]
- 3.6.1 Risk Management Through Inspection.
- 3.6.2 Using RBI to Establish Inspection Plans and Priorities.
- 3.6.3 Other Risk Management.
- 3.7 Relationship Between RBI and Other Risk-Based and Safety Initiatives [Go to Page]
- 3.7.1 Process Hazards Analysis.
- 3.7.2 Process Safety Management.
- 3.7.3 Equipment Reliability.
- 3.8 Relationship With Jurisdictional Requirements
- 4 PLANNING THE RISK ANALYSIS [Go to Page]
- 4.1 Getting Started
- 4.2 Outcome of the Planning Portion of the Process
- 4.3 Establish Objectives [Go to Page]
- 4.3.1 Understand Risk.
- 4.3.2 Define Risk Criteria.
- 4.3.3 Manage Risks.
- 4.3.4 Reduce Costs.
- 4.3.5 Meet Safety and Environmental Management Requirements.
- 4.3.6 Identify Mitigation Alternatives.
- 4.3.7 New Project Risk Analysis.
- 4.3.8 Develop Facilities End-of-Life Strategies.
- 4.4 Initial Screening [Go to Page]
- 4.4.1 Physical Boundaries. [Go to Page]
- 4.4.1.1 Facility Screening. [Go to Page]
- 4.4.1.1.1 Key Questions at the Facility Level.
- 4.4.1.2 Process Unit Screening. [Go to Page]
- 4.4.1.2.1 Selection of Process Units.
- 4.4.1.3 Systems Screening.
- 4.4.1.4 Equipment Item Screening. [Go to Page]
- 4.4.1.4.1 Selection of Equipment Items.
- 4.4.1.5 External Systems, Utilities, and Emergency Systems.
- 4.4.2 Operating Boundaries. [Go to Page]
- 4.4.2.1 Start-Up and Shutdown.
- 4.4.2.2 Normal, Upset, and Cyclic Operation.
- 4.4.2.3 Operating Time Period.
- 4.5 Selecting a Risk Analysis Approach
- 4.6 Estimating Resources and Time Required
- 5 DATA AND INFORMATION COLLECTION [Go to Page]
- 5.1 Introduction
- 5.2 General
- 5.3 Data Needs and Common Types of Data
- 5.4 Data Quality and Validation
- 6 DAMAGE MECHANISMS AND FAILURE MODES [Go to Page]
- 6.1 Introduction [Go to Page]
- 6.1.1
- 6.1.2
- 6.2 Identification of Damage Mechanisms [Go to Page]
- 6.2.1
- 6.2.2
- 6.2.3
- 6.2.4
- 6.3 Damage Mechanisms [Go to Page]
- 6.3.1 Table of Damage Mechanism Descriptions.
- 6.3.2 Damage Mechanism Screening Table.
- 6.3.3 Table of Examination Methods.
- 6.4 Failure Modes [Go to Page]
- 6.4.1 Failures Other Than Loss of Containment.
- 6.5 Accumulated Damage
- 6.6 Tabulating Results
- 7 DETERMINING PROBABILITY OF FAILURE [Go to Page]
- 7.1 Introduction to Probability Analysis
- 7.2 Determination of Probability of Failure [Go to Page]
- 7.2.1 Analyzing the Effect of lnservice Damage.
- 7.2.2 Determine Failure Mode.
- 7.2.3 Determine the Damage Susceptibility and Rate. [Go to Page]
- 7.2.3.1 Parameters That May Influence the Damage Rate.
- 7.2.3.2 Data and Information for Determining the Damage Rate.
- 7.2.4 Determine Effectiveness of Past Inspection Program. [Go to Page]
- 7.2.4.1 Limitations of Effectiveness of Inspection Programs.
- 7.2.4.2 Considerations in Determining the Effectiveness of Inspection Programs.
- 7.2.5 Determine the Probability of Failure by Damage Mechanism.
- 7.3 Units of Measure for Probability of Failure Analysis
- 7.4 Types of Probability Analysis [Go to Page]
- 7.4.1 Qualitative.
- 7.4.2 Quantitative.
- 8 DETERMINING CONSEQUENCE OF FAILURE [Go to Page]
- 8.1 Introduction to Consequence Analysis
- 8.2 Other Functional Failures
- 8.3 Types of Consequences and Units of Measure [Go to Page]
- 8.3.1 Safety and Health Impacts.
- 8.3.2 Safety and Health Consequence Measures.
- 8.3.3 Environmental Impacts.
- 8.3.4 Environmental Consequence Measures. [Go to Page]
- 8.3.4.1 Considerations in Determining Environmental Cost.
- 8.3.5 Safety, Health, and Environmental Consequence Categories.
- 8.3.6 Economic Impacts.
- 8.3.7 Economic Consequence Measures. [Go to Page]
- 8.3.7.1 Business Interruption Costs. [Go to Page]
- 8.3.7.1.1 Lost Opportunity Cost Production Loss.
- 8.3.7.1.2 Considerations in Determining Lost Opportunity Costs.
- 8.3.7.2 Lost Fluid Cost.
- 8.3.7.3 Maintenance and Reconstruction Costs.
- 8.3.8 Affected Area Approach to Consequence Measurement.
- 8.3.9 Other Considerations.
- 8.4 Analysis of the Consequence of Failure [Go to Page]
- 8.4.1 Qualitative.
- 8.4.2 Quantitative.
- 8.4.3 Analysis Results.
- 8.4.4 Predicting Outcome. [Go to Page]
- 8.4.4.1 Flammable Effects.
- 8.4.4.2 Toxic Effects.
- 8.4.4.3 Environmental Effects.
- 8.4.4.4 Business Interruption Effects.
- 8.5 Determination of Consequence of Failure [Go to Page]
- 8.5.1 Factors for Estimating Consequences.
- 8.5.2 Factors for More Rigorous Methods.
- 8.6 Volume of Fluid Released
- 8.7 Hazard Categories [Go to Page]
- 8.7.1 Flammable Events Fire and Explosion. [Go to Page]
- 8.7.1.1 Consequence of Flammable Events.
- 8.7.2 Toxic Releases. [Go to Page]
- 8.7.2.1 Consequences of Toxic Releases.
- 8.7.3 Releases of Other Hazardous Fluids.
- 9 RISK DETERMINATION, ANALYSIS, AND MANAGEMENT [Go to Page]
- 9.1 Introduction
- 9.2 Determination of Risk [Go to Page]
- 9.2.1 Determination of the Probability of a Specific Consequence.
- 9.2.2 Calculate Risk.
- 9.3 Assumptions
- 9.4 Sensitivity Analysis
- 9.5 Risk Communication [Go to Page]
- 9.5.1 Risk Matrix.
- 9.5.2 Risk Plots.
- 9.5.3 Numerical Risk Values.
- 9.5.4 Using a Risk Plot, Matrix, or Numerical Values.
- 9.6 Establishing Acceptable Risk Thresholds
- 9.7 Risk Management [Go to Page]
- 9.7.1 Using Decision Analysis and Optimization in Timing of Risk Mitigation.
- 10 RISK MANAGEMENT WITH INSPECTION ACTIVITIES [Go to Page]
- 10.1 Managing Risk by Reducing Uncertainty Through Inspection
- 10.2 Identifying Opportunities for Risk Reduction From RBI and Probability of Failure Results
- 10.3 Establishing an Inspection Strategy Based on Risk Analysis
- 10.4 Managing Risk With Inspection Activities [Go to Page]
- 10.4.1 Inspection Effectiveness.
- 10.4.2 Frequency of Inspection.
- 10.4.3 Coverage. [Go to Page]
- 10.4.3.1 Extensive Inspection of High-Risk Piping.
- 10.4.3.2 Focus on High-Risk Areas.
- 10.4.3.3 Tools and Techniques.
- 10.4.3.4 Procedures and Practices.
- 10.4.3.5 Internal or External Inspection.
- 10.5 Managing Inspection Costs With RBI
- 10.6 Assessing Inspection Results and Determining Corrective Action
- 10.7 Achieving Lowest Life Cycle Costs With RBI [Go to Page]
- 10.7.1 Enhance Failure Prediction.
- 10.7.2 Assess Effects of Changes.
- 10.7.3 Optimize Turnaround and Maintenance Costs.
- 11 OTHER RISK MITIGATION ACTIVITIES [Go to Page]
- 11.1 General
- 11.2 Equipment Replacement and Repair
- 11.3 Fitness-for-Service Assessment
- 11.4 Equipment Modification, Redesign, and Rerating
- 11.5 Emergency Isolation
- 11.6 Emergency Depressurizing/De-inventory
- 11.7 Modify Process
- 11.8 Reduce Inventory
- 11.9 Water Spray/Deluge
- 11.10 Water Curtain
- 11.11 Blast-Resistant Construction
- 11.12 Other Mitigation Activities
- 12 REANALYSIS [Go to Page]
- 12.1 Introduction [Go to Page]
- 12.1.1 Damage Rates.
- 12.1.2 Process and Hardware Changes.
- 12.1.3 RBI Analysis Premise Change.
- 12.1.4 The Effect of Mitigation Strategies.
- 12.2 When to Conduct RBI Reanalysis [Go to Page]
- 12.2.1 Significant Changes.
- 12.2.2 Set Time Period.
- 12.2.3 Implementation of Risk Mitigation Strategies.
- 12.2.4 Major Maintenance.
- 13 ROLES, RESPONSIBILITIES, TRAINING, AND QUALIFICATIONS [Go to Page]
- 13.1 Interdisciplinary Approach
- 13.2 RBI Inspection Team Roles and Responsibilities [Go to Page]
- 13.2.1 Team Leader.
- 13.2.2 Equipment Inspector or Inspection Specialist.
- 13.2.3 Materials and Corrosion Specialist.
- 13.2.4 Process Specialist.
- 13.2.5 Operations and Maintenance Personnel.
- 13.2.6 Facility Management.
- 13.2.7 Risk Analyst/Facilitator.
- 13.2.8 Environmental and Safety Personnel.
- 13.2.9 Financial/Business Personnel.
- 13.3 Training and Qualifications [Go to Page]
- 13.3.1 Risk Analysis Personnel.
- 13.3.2 Other Team Members.
- 14 DOCUMENTATION AND RECORD KEEPING [Go to Page]
- 14.1 General [Go to Page]
- 14.1.1 RBI Methodology.
- 14.1.2 RBI Personnel.
- 14.1.3 Time Frame.
- 14.1.4 Basis for Assignment of Risk.
- 14.1.5 Assumptions Made to Assess Risks.
- 14.1.6 Risk Analysis Results.
- 14.1.7 Mitigation and Follow-Up.
- 14.1.8 Applicable Codes, Standards, and Government Regulations.
- 15 DEFINITIONS AND ACRONYMS [Go to Page]
- 15.1 Definitions
- 15.2 Acronyms
- 16 REFERENCES
- NONMANDATORY APPENDIX A DAMAGE MECHANISM DEFINITIONS
- NONMANDATORY APPENDIX B DAMAGE MECHANISM AND DEFECTS SCREENING TABLE
- NONMANDATORY APPENDIX C TABLE OF INSPECTION/MONITORING METHODS
- NONMANDATORY APPENDIX D QUANTITATIVE METHODS INCLUDING EXPERT OPINION ELICITATION [Go to Page]
- D-1 INTRODUCTION
- D-2 QUANTITATIVE PROBABILITY ANALYSIS [Go to Page]
- D-2.1 Definition
- D-2.2 Approaches to Quantitative Probability Analysis [Go to Page]
- D-2.2.1 Objective Approach.
- D-2.2.2 Subjective Approach.
- D-2.3 Rules of Probability
- D-3 FAULT TREE/EVENT TREE/DECISION TREE [Go to Page]
- D-3.1 Tree Structures [Go to Page]
- D-3.1.1 Event Tree.
- D-3.1.2 Fault Tree.
- D-3.1.3 Decision Tree.
- D-3.2 Event Trees Versus Fault Trees
- D-3.3 Fault/Event Tree Construction [Go to Page]
- D-3.3.1 Components of Event and Fault Trees.
- D-3.4 Decision Trees
- D-4 MONTE CARLO SIMULATION METHOD [Go to Page]
- D-4.1 Definition
- D-4.2 Methodology
- D-4.3 Components
- D-4.4 Inputs
- D-4.5 Requirements [Go to Page]
- D-4.5.1 Probability of Failure With Time.
- D-4.5.2 Probabilistic Simulation of Failure.
- D-4.5.3 Failure Criterion.
- D-4.5.4 Present Damage State From NDE.
- D-4.5.5 Operating Environment.
- D-4.5.6 Damage Rate Model.
- D-4.5.7 Damage Mechanism.
- D-5 LIFETIME RELIABILITY MODELS [Go to Page]
- D-5.1 Population Lifetime
- D-5.2 Periods of the Bathtub Curve [Go to Page]
- D-5.2.1 Infant Mortality.
- D-5.2.2 Constant Failure Rate.
- D-5.2.3 Wear-Out Period.
- D-5.3 Weibull Distribution
- D-6 GENERIC FAILURE CURVES [Go to Page]
- D-6.1 Generic Databases
- D-6.2 Generic Versus Specific Databases [Go to Page]
- D-6.2.1 Specific Databases.
- D-6.3 Updating Specific and Generic Data [Go to Page]
- D-6.3.1 Combining Data.
- D-6.3.2 BayesÅ’ Theorem.
- D-7 EXPERT ELICITATION AND INTUITIVE OPINION [Go to Page]
- D-7.1 Description of Process
- D-7.2 Characteristics of the Expert Elicitation Process [Go to Page]
- D-7.2.1 Availability.
- D-7.2.2 Unanchoring.
- D-7.3 Methods of Elicitation [Go to Page]
- D-7.3.1 Indirect Intuitive.
- D-7.3.2 Direct.
- D-7.3.3 Parametric Estimation.
- D-7.4 Indirect or Intuitive Opinion Interview Techniques1 [Go to Page]
- D-7.4.1 Plant Personnel Intuition.
- D-7.4.2 Interview Steps.
- D-7.4.3 Team Approach.
- D-7.4.4 Interview Process.
- D-7.4.5 Time Estimate to Failure.
- D-7.4.6 Determine Relative Probability of Failure.
- D-7.4.7 Probability of Failure by Time Increment.
- D-7.4.8 Summary of Steps
- D-7.5 Direct or Cognitive Expert Elicitation Interview Techniques2 [Go to Page]
- D-7.5.1 Delphi Method.
- D-7.5.2 Questions.
- D-7.5.3 Combination of Probabilities.
- D-8 ASPECTS OF FULLY QUANTITATIVE CONSEQUENCE ANALYSIS [Go to Page]
- D-8.1 Definition
- D-8.2 Consequence When Few Components
- D-8.3 Safety, Health, and Environmental Consequence
- D-8.4 Probability Distributions
- NONMANDATORY APPENDIX E EXAMPLES OF RISK-BASED INSPECTION PROGRAM AUDIT QUESTIONS [Go to Page]
- E-1 INTRODUCTION
- E-2 RBI PROGRAM REVIEW
- E-3 INSPECTION PROGRAM TEAM STAFFING
- How can you reach us? ItÅ’s easier than ever! [Go to Page]