Managing System Integrity of Gas Pipelines
1 Introduction
1.1 Scope
This Standard applies to on-shore pipeline systems constructed with ferrous materials and that transport gas. Pipeline system means all parts of physical facilities through which gas is transported, including pipe, valves, appurtenances attached to pipe, compressor units, metering stations, regulator stations, delivery stations, holders and fabricated assemblies. The principles and processes embodied in integrity management are applicable to all pipeline systems.
This Standard is specifically designed to provide the operator (as defined in section 13) with the information necessary to develop and implement an effective integrity management program utilizing proven industry practices and processes. The processes and approaches within this Standard are applicable to the entire pipeline system.
1.2 Purpose and Objectives
Managing the integrity of a gas pipeline system is the primary goal of every pipeline system operator. Operators want to continue providing safe and reliable delivery of natural gas to their customers without adverse effects on employees, the public, customers, or the environment. Incident-free operation has been and continues to be the gas pipeline industry's goal. The use of this Standard as a supplement to the ASME B31.8 Code will allow pipeline operators to move closer to that goal.
A comprehensive, systematic, and integrated integrity management program provides the means to improve the safety of pipeline systems. Such an integrity management program provides the information for an operator to effectively allocate resources for appropriate prevention, detection, and mitigation activities that will result in improved safety and a reduction in the number of incidents.
This Standard describes a process that an operator of a pipeline system can use to assess and mitigate risks in order to reduce both the likelihood and consequences of incidents. It covers both a prescriptive- and a performance-based integrity management program.
The prescriptive process, when followed explicitly, will provide all the inspection, prevention, detection, and mitigation activities necessary to produce a satisfactory integrity management program. This does not preclude conformance with the requirements of ASME B31.8. The performance-based integrity management program alternative utilizes more data and more extensive risk analyses, which enables the operator to achieve a greater degree of flexibility in order to meet or exceed the requirements of this Standard specifically in the areas of inspection intervals, tools used and mitigation techniques employed. An operator can not proceed with the performance-based integrity program until adequate inspections are performed that provide the information on the pipeline condition required by the prescriptive-based program. The level of assurance of a performance-based program or an alternative international Standard must meet or exceed that of a prescriptive program.
The requirements for prescriptive- and performance-based integrity management programs are provided in each of the sections in this Standard. In addition, Non-mandatory Appendix A provides specific activities by threat categories, that an operator shall follow in order to produce a satisfactory prescriptive integrity management program.
This Standard is intended for use by individuals and teams charged with planning, implementing, and improving a pipeline integrity management program. Typically, a team will include managers, engineers, operating personnel, technicians and/or specialists with specific expertise in prevention, detection, and mitigation activities.
1.3 Integrity Management Principles
A set of principles is the basis for the intent and specific details of this Standard. They are enumerated here so that the user of this Standard can understand the breadth and depth to which integrity shall be an integral and continuing part of the safe operation of a pipeline system.
Functional requirements for integrity management shall be engineered into new pipeline systems from initial planning, design, material selection, and construction. Integrity management of a pipeline starts with sound design, material selection, and construction of the pipeline. Guidance for these activities is primarily provided in ASME B31.8. There are also a number of consensus standards that may be used as well as pipeline jurisdictional safety regulations. If a new line is to become a part of an integrity management program, the functional requirements for the line, including prevention, detection, and mitigation activities shall be considered in order to meet this Standard. Complete records of material, design, and construction for the line are essential for the initiation of a good integrity management program.
System integrity requires commitment by all operating personnel using comprehensive, systematic, and integrated processes to safely operate and maintain pipeline systems. In order to have an effective integrity management program, the program shall address the operator's organization, processes, and the physical system.
An integrity management program is continuously evolving and must be flexible. An integrity management program should be customized to meet each operator's unique conditions. The program shall be periodically evaluated and modified to accommodate changes in pipeline operation, changes in the operating environment and the influx of new data and information about the system. Periodic evaluation is required to ensure the program takes appropriate advantage of improved technologies and that the program utilizes the best set of prevention, detection, and mitigation activities that are available for the conditions at that time. Additionally, as the integrity management program is implemented, the effectiveness of the activities shall be reassessed and modified to ensure the continuing effectiveness of the program and all its activities.
Information integration is a key component for managing system integrity. A key element of the integrity management framework is the integration of all pertinent information when performing risk assessments. Information that can impact an operator's understanding of the important risks to a pipeline system comes from a variety of sources. The operator is in the best position to gather and analyze this information. By analyzing all of the pertinent information, the operator can determine where the risks of an incident are the greatest, and make prudent decisions to assess and reduce those risks.
Risk assessment is an analytical process by which an operator determines the types of adverse events or conditions that might impact pipeline integrity. It also determines the likelihood or probability of those events or conditions that will lead to a loss of integrity, and the nature and severity of the consequences that might occur following a failure. This analytical process involves the integration of design, construction, operating, maintenance, testing, inspection, and other information about a pipeline system. Risk assessments, which are the very foundation of an integrity management program, can vary in scope or complexity and use different methods or techniques. The ultimate goal of assessing risks is to identify the most significant risks so that an operator can develop an effective and prioritized prevention/detection/mitigation plan to address the risks.
Assessing risk to pipeline integrity is a continuous process. Analyzing pipeline system risks is a continuous process. The operator shall periodically gather new or additional information and system operating experience. These shall become part of revised risk assessments and analyses that in turn may require adjustments to the system integrity plan.
New technology should be evaluated and implemented as appropriate. Pipeline system operators should avail themselves of new technology as it becomes proven and practical. New technologies may improve an operator's ability to prevent certain types of failures, detect risks more effectively or improve the mitigation of risks.
Performance measurement, of the system and the program itself is an integral part of a pipeline integrity management program. Each operator shall choose significant performance measures at the beginning of the program and then periodically evaluate the results of these measures to monitor and evaluate the effectiveness of the program. Periodic reports of the effectiveness of an operator's integrity management program shall be issued and evaluated in order to continuously improve the program.
Integrity management activities shall be communicated to the appropriate stakeholders. Each operator shall ensure that all appropriate stakeholders are given the opportunity to participate in the risk assessment process, and that the results are communicated effectively.
2 Integrity Management Program Overview
2.1 General
This section describes the required elements of an integrity management program. These program elements collectively provide the basis for a comprehensive, systematic and integrated integrity management program. The program elements depicted in Fig. 1 are required for all integrity management programs.
1 Introduction
1.1 Scope
1.2 Purpose and Objectives
1.3 Integrity Management Principles
2 Integrity Management Program Overview
2.1 General
2.2 Integrity Threat Classification
2.3 The Integrity Management Process
2.4 Integrity Management Program
3 Consequences
3.1 General
3.2 Potential Impact Area
3.3 Consequence Factors to Consider
4 Gathering, Reviewing, and Integrating Data
4.1 General
4.2 Data Requirements
4.3 Data Sources
4.4 Data Collection, Review, and Analysis
4.5 Data Integration
5 Risk Assessment
5.1 Introduction
5.2 Definition
5.3 Risk Assessment Objectives
5.4 Developing a Risk Assessment Approach
5.5 Risk Assessment Approaches
5.6 Risk Analysis
5.7 Characteristics of an Effective Risk Assessment Approach
5.8 Risk Estimates Using Assessment Methods
5.9 Data Collection for Risk Assessment
5.10 Prioritization for Prescriptive and Performance-Based Integrity Management Programs
5.11 Integrity Assessment and Mitigation
5.12 Validation
6 Integrity Assessment
6.1 General
6.2 Pipeline In-line Inspection
6.3 Pressure Testing
6.4 Direct Assessment
6.5 Other Integrity Assessment Methodologies
7 Responses to Integrity Assessments and Mitigation (Repair and Prevention)
7.1 General
7.2 Responses to Pipeline In-line Inspections
7.3 Responses to Pressure Testing
7.4 Responses to Direct Assessment Inspections
7.5 Repair Methods
7.6 Prevention Strategy/Methods
7.7 Prevention Options
8 Integrity Management Plan
8.1 General
8.2 Updating the Plan
8.3 Plan Framework
9 Performance Plan
9.1 Introduction
9.2 Performance Measures Characteristics
9.3 Performance Measurement Methodology
9.4 Performance Measurement-Intra-System
9.5 Performance Measurement-Industry Based
9.6 Performance Improvement
10 Communications Plan
10.1 General
10.2 External Communications
10.3 Internal Communications
11 Management of Change
12 Quality Control Plan
12.1 General
12.2 Quality Management Control
13 Terms, Definitions, and Acronyms
14 References and Standards
Appendix A (Informative) Threat Process Charts and Prescriptive Integrity Management Plans
Appendix B (Informative) Direct Assessment Process
Standard
SY/T 6621-2005 Managing system integrity of gas pipelines (English Version)
SY/T 6621-2005, SY 6621-2005, SYT 6621-2005, SY/T6621-2005, SY/T 6621, SY/T6621, SY6621-2005, SY 6621, SY6621, SYT6621-2005, SYT 6621, SYT6621
Introduction of SY/T 6621-2005
Managing System Integrity of Gas Pipelines
1 Introduction
1.1 Scope
This Standard applies to on-shore pipeline systems constructed with ferrous materials and that transport gas. Pipeline system means all parts of physical facilities through which gas is transported, including pipe, valves, appurtenances attached to pipe, compressor units, metering stations, regulator stations, delivery stations, holders and fabricated assemblies. The principles and processes embodied in integrity management are applicable to all pipeline systems.
This Standard is specifically designed to provide the operator (as defined in section 13) with the information necessary to develop and implement an effective integrity management program utilizing proven industry practices and processes. The processes and approaches within this Standard are applicable to the entire pipeline system.
1.2 Purpose and Objectives
Managing the integrity of a gas pipeline system is the primary goal of every pipeline system operator. Operators want to continue providing safe and reliable delivery of natural gas to their customers without adverse effects on employees, the public, customers, or the environment. Incident-free operation has been and continues to be the gas pipeline industry's goal. The use of this Standard as a supplement to the ASME B31.8 Code will allow pipeline operators to move closer to that goal.
A comprehensive, systematic, and integrated integrity management program provides the means to improve the safety of pipeline systems. Such an integrity management program provides the information for an operator to effectively allocate resources for appropriate prevention, detection, and mitigation activities that will result in improved safety and a reduction in the number of incidents.
This Standard describes a process that an operator of a pipeline system can use to assess and mitigate risks in order to reduce both the likelihood and consequences of incidents. It covers both a prescriptive- and a performance-based integrity management program.
The prescriptive process, when followed explicitly, will provide all the inspection, prevention, detection, and mitigation activities necessary to produce a satisfactory integrity management program. This does not preclude conformance with the requirements of ASME B31.8. The performance-based integrity management program alternative utilizes more data and more extensive risk analyses, which enables the operator to achieve a greater degree of flexibility in order to meet or exceed the requirements of this Standard specifically in the areas of inspection intervals, tools used and mitigation techniques employed. An operator can not proceed with the performance-based integrity program until adequate inspections are performed that provide the information on the pipeline condition required by the prescriptive-based program. The level of assurance of a performance-based program or an alternative international Standard must meet or exceed that of a prescriptive program.
The requirements for prescriptive- and performance-based integrity management programs are provided in each of the sections in this Standard. In addition, Non-mandatory Appendix A provides specific activities by threat categories, that an operator shall follow in order to produce a satisfactory prescriptive integrity management program.
This Standard is intended for use by individuals and teams charged with planning, implementing, and improving a pipeline integrity management program. Typically, a team will include managers, engineers, operating personnel, technicians and/or specialists with specific expertise in prevention, detection, and mitigation activities.
1.3 Integrity Management Principles
A set of principles is the basis for the intent and specific details of this Standard. They are enumerated here so that the user of this Standard can understand the breadth and depth to which integrity shall be an integral and continuing part of the safe operation of a pipeline system.
Functional requirements for integrity management shall be engineered into new pipeline systems from initial planning, design, material selection, and construction. Integrity management of a pipeline starts with sound design, material selection, and construction of the pipeline. Guidance for these activities is primarily provided in ASME B31.8. There are also a number of consensus standards that may be used as well as pipeline jurisdictional safety regulations. If a new line is to become a part of an integrity management program, the functional requirements for the line, including prevention, detection, and mitigation activities shall be considered in order to meet this Standard. Complete records of material, design, and construction for the line are essential for the initiation of a good integrity management program.
System integrity requires commitment by all operating personnel using comprehensive, systematic, and integrated processes to safely operate and maintain pipeline systems. In order to have an effective integrity management program, the program shall address the operator's organization, processes, and the physical system.
An integrity management program is continuously evolving and must be flexible. An integrity management program should be customized to meet each operator's unique conditions. The program shall be periodically evaluated and modified to accommodate changes in pipeline operation, changes in the operating environment and the influx of new data and information about the system. Periodic evaluation is required to ensure the program takes appropriate advantage of improved technologies and that the program utilizes the best set of prevention, detection, and mitigation activities that are available for the conditions at that time. Additionally, as the integrity management program is implemented, the effectiveness of the activities shall be reassessed and modified to ensure the continuing effectiveness of the program and all its activities.
Information integration is a key component for managing system integrity. A key element of the integrity management framework is the integration of all pertinent information when performing risk assessments. Information that can impact an operator's understanding of the important risks to a pipeline system comes from a variety of sources. The operator is in the best position to gather and analyze this information. By analyzing all of the pertinent information, the operator can determine where the risks of an incident are the greatest, and make prudent decisions to assess and reduce those risks.
Risk assessment is an analytical process by which an operator determines the types of adverse events or conditions that might impact pipeline integrity. It also determines the likelihood or probability of those events or conditions that will lead to a loss of integrity, and the nature and severity of the consequences that might occur following a failure. This analytical process involves the integration of design, construction, operating, maintenance, testing, inspection, and other information about a pipeline system. Risk assessments, which are the very foundation of an integrity management program, can vary in scope or complexity and use different methods or techniques. The ultimate goal of assessing risks is to identify the most significant risks so that an operator can develop an effective and prioritized prevention/detection/mitigation plan to address the risks.
Assessing risk to pipeline integrity is a continuous process. Analyzing pipeline system risks is a continuous process. The operator shall periodically gather new or additional information and system operating experience. These shall become part of revised risk assessments and analyses that in turn may require adjustments to the system integrity plan.
New technology should be evaluated and implemented as appropriate. Pipeline system operators should avail themselves of new technology as it becomes proven and practical. New technologies may improve an operator's ability to prevent certain types of failures, detect risks more effectively or improve the mitigation of risks.
Performance measurement, of the system and the program itself is an integral part of a pipeline integrity management program. Each operator shall choose significant performance measures at the beginning of the program and then periodically evaluate the results of these measures to monitor and evaluate the effectiveness of the program. Periodic reports of the effectiveness of an operator's integrity management program shall be issued and evaluated in order to continuously improve the program.
Integrity management activities shall be communicated to the appropriate stakeholders. Each operator shall ensure that all appropriate stakeholders are given the opportunity to participate in the risk assessment process, and that the results are communicated effectively.
2 Integrity Management Program Overview
2.1 General
This section describes the required elements of an integrity management program. These program elements collectively provide the basis for a comprehensive, systematic and integrated integrity management program. The program elements depicted in Fig. 1 are required for all integrity management programs.
Contents of SY/T 6621-2005
1 Introduction
1.1 Scope
1.2 Purpose and Objectives
1.3 Integrity Management Principles
2 Integrity Management Program Overview
2.1 General
2.2 Integrity Threat Classification
2.3 The Integrity Management Process
2.4 Integrity Management Program
3 Consequences
3.1 General
3.2 Potential Impact Area
3.3 Consequence Factors to Consider
4 Gathering, Reviewing, and Integrating Data
4.1 General
4.2 Data Requirements
4.3 Data Sources
4.4 Data Collection, Review, and Analysis
4.5 Data Integration
5 Risk Assessment
5.1 Introduction
5.2 Definition
5.3 Risk Assessment Objectives
5.4 Developing a Risk Assessment Approach
5.5 Risk Assessment Approaches
5.6 Risk Analysis
5.7 Characteristics of an Effective Risk Assessment Approach
5.8 Risk Estimates Using Assessment Methods
5.9 Data Collection for Risk Assessment
5.10 Prioritization for Prescriptive and Performance-Based Integrity Management Programs
5.11 Integrity Assessment and Mitigation
5.12 Validation
6 Integrity Assessment
6.1 General
6.2 Pipeline In-line Inspection
6.3 Pressure Testing
6.4 Direct Assessment
6.5 Other Integrity Assessment Methodologies
7 Responses to Integrity Assessments and Mitigation (Repair and Prevention)
7.1 General
7.2 Responses to Pipeline In-line Inspections
7.3 Responses to Pressure Testing
7.4 Responses to Direct Assessment Inspections
7.5 Repair Methods
7.6 Prevention Strategy/Methods
7.7 Prevention Options
8 Integrity Management Plan
8.1 General
8.2 Updating the Plan
8.3 Plan Framework
9 Performance Plan
9.1 Introduction
9.2 Performance Measures Characteristics
9.3 Performance Measurement Methodology
9.4 Performance Measurement-Intra-System
9.5 Performance Measurement-Industry Based
9.6 Performance Improvement
10 Communications Plan
10.1 General
10.2 External Communications
10.3 Internal Communications
11 Management of Change
12 Quality Control Plan
12.1 General
12.2 Quality Management Control
13 Terms, Definitions, and Acronyms
14 References and Standards
Appendix A (Informative) Threat Process Charts and Prescriptive Integrity Management Plans
Appendix B (Informative) Direct Assessment Process
