Comprehensive Asset Management

Strategies to achieve better results

Our purpose is to increase TGI's competitiveness through initiatives that lead to cost savings, without affecting reliability and operational availability.

Why is this important?

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Being efficient in the Comprehensive Management of our assets allows us a technical assurance and a maximization of resources, considering the type of infrastructure we operate, its technical conditions, its mechanical performance and economic variables.

Our purpose is to work in line with the best practices, which allow us to advance in continuous improvement, establish the processes related to the implementation of maintenance strategies and define internal standards that leverage the corporate objectives.

How do we manage it?

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Our management follows a structured planning of activities of the Work Plans (PDT), a management of maintenance strategies based on techniques endorsed by the industry (RCM, CBM, RCA), the execution of plans under the coordination of the area directorates and the strategic monitoring of performance indicators, in line with the structure of the new operating model.

At TGI, we are progressing in structuring reliability engineering techniques that allow the execution of large-scale projects and our consolidation in the sector.

What we achieved in 2020

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In 2020 we presented efficient operational response in times of covid-19, which allowed to guarantee our public gas transportation service.

We developed the initial phases of the Plant Integrity Project, which aimed to prepare the PIDT Maintenance Management tool with information and segmentation of systems at 20 sites: 15 compression stations and 5 operational centers.
We implemented more than 200 roadmaps corresponding to the reliability-centered maintenance analysis (RCM) in equipment located in the three zones established by the new operating model.
As a result of Condition Based Maintenance Management (CBM), we had seven success stories where we avoided potential major failures on the compression units.
We achieved efficient operational response in times of Covid-19 to guarantee public transportation service to all our clients.
We completed the configuration of the Risk Model and Loading of the Integrity Information Associated with the Gas Pipelines to guarantee the updating and centralization of said information, which allowed us to improve the process and response times associated with decision-making.
As a result of this configuration and stabilization, we developed the first risk runs on the main trunk gas pipelines. This was the first step in identifying the segments with the highest level of risk for the integrity of our company's gas transportation infrastructure (process under calibration).
55% development in the Sucre Oriental Cogua run. As a relevant milestone, we achieved adequate coordination with external stakeholders to successfully inspect this last section within the company's ILI Intelligent Runs Inspection Plan (five-year cycle). At present, through the modification of facilities by the Vice Presidency of Construction, is in the preparatory stage to carry out the ILI inspection, equivalent to 45% of the section and 3% of the entire inspection cycle.

As a result of Condition Based Maintenance Management (CBM), we had seven success stories where we avoided potential major failures on the compression units.
As a result of Condition Based Maintenance Management (CBM), we had seven success stories where we avoided potential major failures on the compression units.
As a result of Condition Based Maintenance Management (CBM), we had seven success stories where we avoided potential major failures on the compression units.

Challenges for 2021

Operational efficiency is an integral task in our company. In 2021, we have the challenge of implementing a strategy to optimize and improve the use of the Ballena-Barranca gas pipeline.

Continue with the implementation and consolidation process of the Geographic Information System as an essential part of the PIDT Risk Management tool.
Consolidate infrastructure coverage under the RCM methodology, which will optimize field trips.
Formalize the process for the analysis of bad actors on the infrastructure that supports the gas transportation systems.
Ensure the continuity of the application of CBM techniques (condition-based maintenance) in the company's compression units for the identification of early failures in reciprocating equipment.
Converge towards the analytical management of information and support to external processes of benchmarking that we plan to develop.
In Integral Asset Management, continue with the structuring of the documentary base that supports the Integrity Master Plan.
Strengthen reliability tools and techniques aimed at achieving greater efficiencies in processes.
Leverage maintenance decision making through Maintenance and Risk Management systems.
Analyze the viability of the Lean Six Sigma methodology in gas transportation infrastructure maintenance.
Review data digitization processes and innovation in operation and maintenance processes.