How SKF Bulgaria’s SRCM & RBI Approach Optimised the Country’s Largest Refinery

Leveraging proven methodologies, specialist firms now enable process‑industry clients to optimise asset management—cutting repair time, cost and manpower while safeguarding reliability, safety and the environment.

Many plants face the challenge of reducing maintenance burdens without compromising equipment performance or regulatory compliance. The expertise required to balance these objectives is rarely available in‑house, making external partners essential.

One notable success story comes from the largest oil refinery in Bulgaria, which processes 7 million tonnes of crude annually (≈140,000 barrels per day). Facing a decade‑long performance roadmap, the refinery sought to enhance reliability, safety and environmental outcomes while trimming maintenance costs.

Bringing in the right expertise

Recognising a gap in internal capability, the refinery invited two seasoned vendors to propose a pilot program for one of its four atmospheric distillation units. After a comparative review, SKF Bulgaria was selected for its integrated Reliability‑Centred Maintenance (RCM) and Risk‑Based Inspection (RBI) approach.

SKF’s proposal combined its proprietary SRCM (System‑Based Reliability‑Centred Maintenance) study with an RBI assessment focused on mechanical integrity. This dual‑analysis framework was designed to deliver an optimised, risk‑driven maintenance strategy with minimal resource input.

Functionality‑Based SRCM

SRCM is a logical, function‑oriented methodology that evaluates each unit’s critical functions, failure modes, impacts and suitable maintenance actions. It applies across industries—from power generation to petrochemicals, pulp and paper and pharmaceuticals.

Key benefits include:

• Targeted allocation of maintenance resources for maximum impact
• Implementation of a least‑cost strategy
• Elimination of redundant tasks
• Identification of the simplest, most cost‑effective degradation‑monitoring methods
• Creation of a documented maintenance baseline
• Optimised utilisation of plant personnel and contractors for proactive tasks

Core‑team training & engagement

Successful SRCM adoption requires close collaboration between plant engineers, operators, planners and maintenance supervisors. At the Bulgarian refinery, a six‑member core team was introduced to SRCM through workshops, on‑site demonstrations and real‑time case studies.

The team learned that SRCM prioritises equipment most critical to continuous operation, while RBI concentrates on pressure‑bearing assets such as vessels, tanks, compressors and associated piping. RBI employs a suite of inspection techniques—visual, penetration, magnetic‑particle, eddy‑current, radiography, ultrasonic, thermography and specialised NDT tools—to assess integrity and mitigate safety risks.

Compliance with statutory safety requirements was facilitated by the Tischuk OCA system (T‑OCA). This software applies tailored probability and consequence rules to each asset, incorporating Bulgarian regulations and adaptable to other jurisdictions (US, UK, Australia, Gulf, etc.).

Learning by doing

After foundational training, the core team defined reliability criteria, acceptable risk levels and system boundaries. They then conducted a detailed risk assessment of the atmospheric distillation unit’s equipment to determine criticality.

Within three months, the pilot yielded a comprehensive maintenance strategy that received executive approval and was immediately implemented. Twelve months later, performance metrics aligned with projected gains, validating the approach.

Addressing change resistance

Change initiatives often face skepticism, especially from long‑time maintenance staff. In this case, early and transparent communication from top management, coupled with clear training, fostered buy‑in and smooth transition.

Expanding success across the portfolio

Valeriy Konev, Managing Director of SKF Bulgaria, noted that the refinery requested repeat deployments on three additional units—Hydrodesulphurization Unit 2, Fluidised Catalytic Cracking Unit Section 200 and Catalytic Reformer Unit 1. Subsequently, the refinery’s own team applied the methodology to 19 more units, and a central working group now coordinates further studies across six refineries.

For process‑industry organisations seeking to elevate performance and asset profitability, partnering with specialists like SKF offers a proven path to success.

For more information, visit www.skf.com.