Iron Ocean/OGIC – Collaborative working for life-saving technology

Problem Statement   

Globally there are 370,000 deaths annually due to unplanned immersions into open water, as reported by the World Health Organisation (WHO).

Aims

To develop a highly engineered offshore travel system designed to save lives at sea. Self-heating when immersed in cold water to prevent cold shock and hypothermia, the garment is also fire resistant and features anti-slash properties. A collaboration with Heriot Watt University & The Oil & Gas Innovation Centre (OGIC), the garment is the first of its kind.

Method

Designed to be worn under the traditional offshore survival suit, the ‘Centurion 3’ garment has been developed as three separate garments that are worn together. Garment one is a CARFIBEX base layer, an extremely soft material bespoke to Iron Ocean incorporating anti-static, advanced moisture management, anti-bacterial and superior thermal properties.

Garment two is a self-heating layer infused with Iron Ocean’s flagship technology REACTA GEL AQUA, a compound engineered to provide immediate heat on contact with cold water. Garment three is the fire and slash resistant outer layer developed to promote escape through areas of high heat and jagged wreckage.

Impact

As a major hazard industry, the UK’s offshore oil and gas sector has a duty to protect the health and safety of its people.

The prototype ‘Centurion 3’ garment, developed alongside OGIC and Heriot-Watt University, could save the lives of offshore workers in the event of an incident at sea.

With unique properties, the ‘Centurion 3’ effectively protects workers from the harsh elements of the North Sea.

Acting as an under layer, the garment will activate to produce life-saving heat in the event of outer suits being torn or found to be leaking.

This pioneering technology underpins collaborative working with a strong focus on safety; ultimately ensuring people come home safely.

It allows the industry to become more efficient, whilst reducing risks to the workforce.

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CONSUB – Safety Critical Valve Inspection

Problem Statement   

CONSUB’s client had identified issues in the effectiveness of valve inspections to identify valve anomalies and capture the data for subsequent integrity assessment.

Aims

CONSUB  were requested to undertake an inspection program on a large quantity of safety critical valves on offshore and onshore North Sea facilities.

Method

CONSUB  developed a digital checklist application which uploads the inspection results in real time allowing the specialist valve engineer to check and confirm  the inspection results.

Impact

CONSUB trained an inspector to perform the at site inspections supported by an office based specialist valve engineer. This allowed the inspection services to be conducted by only 1 inspector at site and ensured anomalies were correctly identified and reported.

Using the CONSUB digital checklist with automated report production resulted in inspection efficiency improvements.

The combination of ensuring inspection team competence and development of the inspection software platform have improved the process and reduced the costs to the client

realising up to 70% cost reduction to conduct inspections and issue reports.

Total Savings Anticipated

£100,000 estimated.

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Safehouse – Safehouse Habitat applied to LPG Tanker

Problem Statement   

An LPG tanker was in need of urgent repairs to its hull in order to remain within the parameters of its license to operate. Due to the nature of the ship and its cargo, carrying out hot work to repair such damage would normally require the ship’s tanks to be purged of all traces of hydrocarbon gas and the work to be carried out in a dry dock. In addition, the work would have to be carried out in a very restricted space on the inside of the vessel.

Aims

Avoidance of the need to purge the ships tanks of all hydrocarbon gas, taking the ship off-course, saving the operator thousands in associated costs and delays.

Method

Safehouse’s Technical Director visited the vessel to identify where would be safe to assemble the habitats and carry out hot work. To ensure the repair work complied with maritime regulations, Safehouse reviewed its procedures and developed a work pack detailing the proposed solutions, including having a Safehouse team on standby to immediately mobilise the equipment. Our solution was to build two habitats; one on the exterior of the hull, and another between the hull and gas storage tank. This allowed for the segregation of the hot work activities from any potential hydrocarbon sources. The flexibility of the SAFEHOUSE habitat combined with the expertise of our technicians allowed us to overcome any obstacles and to be installed easily in restricted areas.

Impact

The Panama Canal authorities were initially very reluctant to allow hot work to go ahead within their waters on an LPG tanker that had not been confirmed gas-free. Safehouse liaised closely and contributed to the authorities HAZOP process to satisfy their concerns. When the project was completed on time and without incident, the ship operator and canal authorities were satisfied that their extremely high safety standards had been met.

Total Savings Anticipated

168 man and machine hours saved

£350,000 estimated.

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Repsol Sinopec – Remote Tank Inspection

Problem Statement   

Traditionally, when carrying out Class-required crude oil tank inspections on the FPSO, a minimum four-man team of Rope Access Technicians had to enter the confined space and work at height for lengthy periods of time. This methodology incurred significant risks including mechanical isolation; the set-up of rope rescue evacuation systems; and significant tank cleaning to prevent slips – which also took up valuable manpower resources.

Aims

Now, a Class-approved remote inspection technique by EM&I – a leading global organisation providing inspection and specialised repair and maintenance services to the oil and gas industry – is being used which involves deploying a pressurised camera with inbuilt lighting and remote pan and tilt control through deck access hatches and lowering it to the designated inspection depth. As well as the inspection being carried out a lot faster, there is also no need to make the tank safe for manned entry.

Method

The project was led by our Naval Architect on Bleo Holm, working with the full support from all other appropriate teams.

Appropriate risk assessments were carried out in advance of implementation.

Impact

A double safe win with the need to enter confined space and the need to work at height removed. 90% reduction in manhours. This represents a saving of £20,000 per tank. Sixteen tanks over five years equates to a potential saving of circa £320,000.The team are now looking at four other chemicals to identify if savings can be made. Learnings are being shared with other assets to allow them to investigate if they can realise savings by implementing the same steps where appropriate.

This inspection technique will continue to be used on Bleo Holm

Total Savings Anticipated

90%+ Reduction in man hours

£20,000 per tank and £320,000 over 5 years.

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Repsol Sinopec – Chemical Injection Management

Problem Statement   

The Claymore team, led by the OIM challenged several areas associated with chemical injection management including discrepancy in volumes, injection rates, and use of 500 gallon capacity tanks.

Aims

The team observed a 10% discrepancy in volumes of the chemical ‘H2S scavenger’ shipped (500 gallons ordered, only 450 gallons recovered).

They questioned whether injection rates were still appropriate as they had remained constant for many years.

They queried the use of 500 gallon capacity tanks and whether 600 gallon tanks could be used so that we could ship fewer containers over a year.

Method

The team used ‘Lean’ techniques to identify and implement simple, low cost solutions:

They requested that the chemical vendor demonstrate accuracy of tank fills by way of fiscal metering.

Following an independent verification, the team also reduced the injection of the chemical from 85 ppm (parts per million) to 65ppm meaning a reduction in the number of tote tanks required.

Impact

  • Reduction of chemical injection rate delivers an annual saving of £120k, plus a reduction in number of tote tanks, which will ultimately lead to a reduction in the number of shipments needed.
  • Potential saving of >£1M if applied across all assets (where appropriate).
  • Contract performance management with the chemical vendor to provide assurance on delivery.
  • The importance of precision and accuracy has been reinforced to the team to apply in all future activities.

The team are now looking at four other chemicals to identify if savings can be made. Learnings are being shared with other assets to allow them to investigate if they can realise savings by implementing the same steps where appropriate.

Total Savings Anticipated

£ 120k to date

Potential of >£1M across all assets

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INEOS Oil & Gas – Marine PSV Sharing Solution

Problem Statement  

The PSV spot market was not an economic solution for INEOS’ Normally Unmanned Installation (NUI) support  – The challenge was trying to share other Operators’ PSVs with production assets when the time on a NUI platform is limited.

Aims

The aim was to work closely with other local operators who had PSVs on charter and who were willing to collaborate on a workable solution while sharing goals and expectations.

Method

INEOS identified an Operator with spare capacity on its chartered PSVs and logistics teams worked closely to set out a flexible sharing agreement without onerous terms and with an element of trust.

Impact

The INEOS logistics team works closely with the other Operator’s marine coordinator in the field to communicate the requirements of INEOS’ platform(s) and activities on a day to day basis  ensuring INEOS works within their sailing plans. Good communication mitigates the impact of schedule changes with enough awareness of each others operations. Throughout the first year of the agreement, the operational & cost benefits of such a flexible sharing agreement have enabled INEOS to manage the requirements and demands of a NUI without an INEOS chartered PSV.

Total Savings Anticipated

20%

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RINA – Reducing Maintenance Spend through Risk Based Inspection

Problem Statement 

Customer challenged to reduce plant OPEX without compromising safety and production efficiency. Currently spends $100k+ on critical system maintenance.

Aims

Implement Risk based inspection to reduce maintenance spend and ultimately reduce operating costs.

Method

Completed system assessment (materials, geometry, temp, flow, pressure etc).

Identified corrosion loops. Determined Probability and Consequence of Failure

Agreed risk classification with client

Updated recommended inspection frequency, location and technique

Impact

Reduced system maintenance cost by $46k annually

Validated engineering approach to industry standards to reduce risk (API 571/ 580)

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RINA – Asset Life Extension Through Reverification

Problem Statement  

OEM recommended that gas turbine was at end of life based on operational history and needed to be retired from service, compromising viability of offshore facility.

Aims

  • Perform independent assessment of compressor/ turbine condition and residual life.

Method

  • Reviewed operation and maintenance record
  • Completed detailed assessment of asset including metallography
  • Reversed engineered 2 blades
  • FEA modelled steady state and transient loads

Impact

  • Verified design life at full and reduce loads
  • Validated 6 years continued operation
  • £5M capex avoidance
  • Mitigated premature CoP

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

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.

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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