RINA – Accelerating First Oil/ Reducing CAPEX Through re use of Mothballed Assets

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Problem Statement  

IOC challenged to accelerate project first oil and reduce overall project CAPEX. Unclear if mothballed 500t platform deck and 300t jacket could be used instead of a new asset.

Aims

  • Allow the reuse of a mothballed asset to avoid costly procurement and increased schedule.

Method

  • Reviewed design, construction, fabrication and modification records .
  • Performed structural analysis and asset inspection.
  • Compared asset health against company spec. Created mitigation plan

Impact

  • Mothballed asset recommended fit for proposed use. Customer was able to purchase asset
  • Reduced cycle time to procure, install and commission jacket/ platform deck by 60%
  • Cost improvement estimated at 65% versus new structure
  • Environmental advantages gained from re-using existing infrastructure

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ECITB – Applying the Project Collaboration Toolkit Total E & P (UK), Wood plc.

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Problem Statement  

How to improve efficiency and delivery performance on a major brownfield platform modification (i.e. a concentric gas lift flowline installation to the Alwyn platform) through adoption of a collaborative approach.

Aims

  • Completion within a challengingly short timeline set by rigless implementation.
  • Cost reduction by utilising available, existing materials and in-line equipment from previous (now redundant) flowline installations.
  • Utilisation of ‘fast track’ delivery methodology to support timeline target achievement.

Method

  • Use of ECITB Project Collaboration Toolkit for guidance on how to establish an effective collaborative delivery strategy.
  • Effort and close attention to goal alignment.
  • Close interaction between project team and Total E & P UK operations and maintenance functional teams.
  • Appointment of a Collaboration Champion.
  • Establishment of a Project Behavioural Charter.
  • Daily project team meeting calls to identify and quickly resolve issues through rapid response.
  • Use of central mission control board in integrated, open plan, project team space.

Impact

  • The ECITB Project Collaboration Toolkit provided a framework to test and strengthen the already established and collaborative relationship between Total E & P UK and its modifications contractor, wood plc.
  • The project achieved closer communication, common understanding of the project goals, working every issue together (no matter how small) and a lean approach. This helped to deliver the basic and detailed engineering phase ahead of time, positioning the project for a successful implementation.
  • Due to changing priorities in the drilling and workover programmes, the implementation phase of the CGL flowline modification / project was delayed beyond the timescale of the ECITB case study programme. However the collaborative relationships, built on toolkit principles, continue on other flowline projects.

Total Savings Anticipated

Delivered ahead of schedule for basic and detailed engineering phase.

Engineering cost savings achieved and implementation set for further cost reductions.

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ECITB – Applying the Project Collaboration Toolkit EDF Energy (nuclear sector) to ECITB PCT (oil & gas) project management collaborative practice comparison

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Problem Statement  

How do recommended oil and gas sector collaborative project practices, as set out in the ECITB Project Collaboration Toolkit, compare to practices in the highly regulated nuclear sector. What learning can be derived from the comparison for both sectors?

Aims

  • Derive beneficial learning through comparison of ECITB Project Collaboration Toolkit guidance to the existing project collaborative practices of EDF Energy, as representative of the nuclear industry sector.
  • Use learning from the comparison to inform amendment and revision of the ECITB Project Collaboration Toolkit to 2nd Edition.
  • Identify elements of the ECITB Project Collaboration Toolkit that might provide benefit if adopted by nuclear sector.

Method

  • Comparison of cross-sector practices was undertaken through high level review of the ECITB Project Collaboration Toolkit against EDF Energy project management processes relating to collaboration.
  • Detailed comparison findings were recorded in the Case Study that can be viewed on the ECITB project management collaboration website (see link below)

Impact

  • The ‘high level’ comparison of ECITB PCT guidance to nuclear (EDF Energy) project practices identified many similarities.
  • EDF Energy has a number of collaborative / relationship management approaches built into its project management practices.
  • The highly regulated environment and nuclear security protocols can inhibit some collaborative practices. On non-nuclear process, less complex nuclear sector projects there may be opportunity for enhanced performance through agile planning and simpler, reduced work processes, standards and specifications.
  • The comparison yielded enhanced mutual understanding between the oil & gas and nuclear sectors. ECITB will use detailed comparison outcomes as input to the Project Collaboration Toolkit – Edition 2

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Equinor – My Vantage

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Problem Statement  

Identified need for Vantage POB to be developed to allow workforce access to key information, receive information and updates and provide a platform for on line check in

Aims

To develop existing Vantage POB to be accessible to the workforce for personal information, on line check in, communications

Method

Small team – Nexen, Shell, Total, COP, Equinor worked with Collabro (in collaboration with wider Vantage User Group) to develop and test system.

Testing took place with Operators, and Tier one contractors with feedback and changes implemented by Collabro/CGI

Step Change in Safety supported and allowed a platform for communication through Website.

Registration supported through individual companies as well as Collabro.

Full roll out expected Q4 2018.

Impact

Initial impact has allowed for personnel to check data such as personal details, training certification, and receive important information from mobile devices.

Full impact only when On line check in ‘live’ but potential is for all personnel using Vantage, globally, will be able to check in online, saving time at the heliport, but more importantly, being taken through security questions, and NOK information step by step, with the need to acknowledge that this is correct/understood.

Similar process can be applied offshore, and overall, this is a benefit to the travelling workforce, as well as potential reduced complexity for Logistics departments.

Total Savings Anticipated

Saving potential in time at heliport

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Nexen – Gas Lift Optimisation Decision Analysis

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Problem Statement  

Buzzard platform has a large number of wells requiring gas lift and only a limited amount of spare gas plant capacity to provide it. The current gas lift optimiser relies on individual well watercut, gas lift and liquid rates that have a wide range of uncertainty, meaning good opportunity to optimise gas lift rates.

Aims

To develop a strategy to improve day-to-day gas lift optimisation by ensuring that the available lift gas is allocated to the wells that give the highest oil production uplift.

Method

A decision analysis methodology was adopted with inputs from Production, Reservoir and Process Engineering, Metering and Operations. The key gas lift optimisation decisions were identified from a wide range of inter-related issues, and these decisions were then linked into several different gas-lift optimisation strategies.

Each strategy was evaluated with respect to the cost associated with upgrading the well metering systems vs the incremental oil gain from optimising the gas lift allocation according to more reliable data. A strategy was adopted that gave the best expected economic return and a commitment to action agreed.

Impact

A probabilistic metering uncertainty analysis showed that a substantial number of barrels could be gained simply by allocating the lift gas according to more accurate well watercut & rate data (P50 case).

Metering uncertainty can be reduced by adopting a more rigorous approach to calibration and maintenance of the existing systems rather than wholesale replacement with new.

A cultural shift in attitude to gas lift optimisation was achieved by using a multi-disciplinary team and having regular reviews with key asset stakeholders.

Total Savings Anticipated

Additional Production

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Peterson – Breaking down the silos, multi-skilling and redesigning the way we work

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Problem Statement  

The pressure on the O&G Industry to reduce prices continues. There is a limit to how much cost can be driven out through a standardised approach. Through changing the way we think and changing the methods of working we found ways of reducing cost, working in partnership with the client, implementing new technologies all of which led to a competitive and sustainable advantage.

Aims

  • To change the mindset and move away from the silo mentality and create a multi-skilled workforce where individuals have the ability to work in any area of the business.
  • To redesign the daily operation surrounding Receipts and Dispatch, Returns and Repairs, Kitting and Staging.
  • Site refurbishment to improve staff welfare
  • To improve HSEQ performance and raise awareness

Method

  • Effective communications through Town Halls, staff engagements and workshops to promote a different way of thinking which clearly evidenced the changes in the industry and the need for each individual to think differently.
  • Redeployment opportunities offered mitigating any need for redundancies
  • Deployed a skills matrix to understand people skillsets and where gaps existed.
  • Encouraged and promoted individuals to learn other areas of the business enabling resilience and flexibility to managing demand.
  • Eliminate multiple handling and waste through optimising the process. Focus on internal and external traffic management plan with a view to minimising traffic, plant movement and general improved layout.
  • Daily / Weekly / Monthly focus on HSEQ with management participation

Impact 

People have understood the need for change and to achieve sustainability and longevity we needed to think and act differently, a move away from old traditional silo ways of working. Individuals are now multi-skilled and have the ability to move from one department to another during peaks and troughs of activity.

The warehouse layout has been redesigned and the process of receipting and dispatching changed so that material is now only handled once before it is physically dispatched, stored, bagged and tagged. In addition, visible marking of floor areas, platform laydown areas, visual control mechanisms has been introduced helping counter potential human error.

HSEQ performance and awareness has improved.

Improved motivation and team spirit despite the significant changes.

Achiever of the PETERSON Operational Excellence award 2017

Total Savings Anticipated

£250,000

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