Proserv provides asset life extension for major North Sea operator

/in , , , /by

Impact

The proposal provided by the controls system supplier was to sell a new electro-hydraulic SSIV to the Operator  which would not have been compatible with the installed controls system. The Operator would have to replace a 400m umbilical and upgrade the existing controls system to operate the new electro-hydraulic SSIV. As a rapid-response engineering solutions provider, Proserv were contacted to determine whether there was a solution to work around the controls supplier’s negative response of having to replace the entire SSIV and controls system. The solution offered by Proserv saved the client from spending many millions to replace the existing subsea system and the cost of lost production. Furthermore, Proserv was able to offer a future-proof component obsolescence management  plan.

The SSIV was transported down to our Subsea Control Centre of Excellence in Great Yarmouth, UK, for testing on a base plate. The filter and filter block were removed and dismantled, and the existing filter element removed and discarded, along with the filter block seals. The unit was then re-assembled with new seals and a new filter element. The same was then done with the DCV Shuttle Valve which went on to achieve an acceptable shutdown time which was acceptable to the Operator. A full FAT was carried out by the Proserv team in Great Yarmouth which was witnessed and accepted by the  Client representatives.

Description of Best Practice

In the early 1990s, a major North Sea Operator purchased a subsea controls system which included pipeline subsea safety isolation valves (SSIV). A field ready spare was also purchased and stored, to provide contingency. As the units in place were more than 20 years old, the decision was taken to re-FAT the spare SSIV to check its serviceability. The unit was stripped down and the incumbent controls supplier was contacted to establish whether they could support the main valve on the SSIV, with a view to ordering parts or replace the valve if required. The OEM controls supplier was unable to support this valve, or offer a replacement  for the obsolete parts.

Contact: Scott Lourie, Proserv
Scott.Lourie@Proserv.com

 

Maersk Oil – Engineering a unique solution

/in , , , /by

Submitted by Maersk Oil

Impact

Replacing the buoyancy modules on a live riser system has never successfully been completed before. The Maersk Oil team met this challenge head on and developed an innovative solution, avoiding the need to replace the riser completely. The project only took around two and a half weeks and cost around 16% of the average fee of replacing a riser. Throughout, there was no production loss and no need for diving personnel, reducing the risk to human life.

Description of Best Practice

Replacing the buoyancy modules on a live riser system has never successfully been completed before. The Maersk Oil team met this challenge head on.

Rather than replacing the whole riser, an extremely time consuming, expensive and risky operation, the team sought an alternative way to correct the slippage. A rough concept was put to the supply chain: we wanted to fix the problem in a targeted manner using an ROV, allowing us to move away from conducting saturation diving operations for repair or replacement. This also allowed the team to engineer a solution which could be implemented whilst in operation.

In collaboration with SubC Partner, inventor and owner of the technical solution, a bespoke tool was created over six months which connected to a ROV. As EPCI contractor, SUBC Partner’s was responsible for: conceptual/detailed engineering; construction of subsea and support tools; supply of vessel/ROV; supply of manpower and project management.

The tool had to be specially developed for the task because there were a number of specific requirements: it had to work underwater whilst connected to the ROV, dock onto the riser and remove the old buoyancy module and inner clamp from the riser. Then bring the old parts to the surface, pick up the new clamp and module and go back down to the riser to install the new parts. Furthermore, the new clamp was installed with rubber compliant pads to stop future slippage; a technique already effectively used by Maersk Oil.

In the end, the team found an innovative solution to a complex issue, avoiding the need to replace the whole riser, the only other viable option: the project only took around 2 and a half weeks and cost around 16% of the average fee of replacing a riser. Throughout, there was no production loss and no need for diving personnel, reducing risk to human life.

Contact: Danielle O’Donnell
danielle.odonnell@maerskoil.com

Centrica – Rose well abandonment

/in , , , /by

Submitted by Centrica

Impact

The job was executed in 9.5 days vs the estimated 6.5 days due to slight issues which arose. Although the completion was delayed by 3 days it was still completed in half the time that option 1 would have taken.  By adopting this new method, the project was completed in less time and with reduced risks of increased costs occurring due to complications occurring.  By looking for new innovative processes available we have improved our efficiency by plugging the well using less time and less costs.

Description of Best Practice

Whilst preparing to decommission the Rose field in the Southern North Sea, it was identified there was a challenge to isolate the over pressured Plattendolomit formation.  Due to tops of cement and casing configuration within the well, there were only limited options available for setting the abandonment plug.  Three options were considered, reviewed and the best approach selected.

The option Centrica chose to go ahead with was to perforate and wash 200ft interval using Hydrawell’s Hydrahemera System.  The Hydrahemera operation was new technology originating from Norway.  It is the first dual string abandonment application in the UK and during the review process was found to have a good track record and extensive onshore testing.  By using this method the process was estimated to take 6.5 days as opposed to 18 days for option 1 (to cut and pull then pilot mill 1000ft of 9-5/8 casing).

The Hydrahemera system allows for a well to be plugged across multiple annuli without performing a section milling operation.  The well is washed down from top to bottom perf and then back up from bottom perf to top perf to clean thoroughly behind multiple perforated casings.  Cement is then pumped into the well and the well barrier is established.

Contact: Jonathon Lilley, Centrica

Shell – Hand held infra-red scanner for piping and structural replacements

/in , , , , /by

Submitted by Shell

Impact

  • Significant increase in speed – replacing previous surveying and engineering process (including hand-offs and waiting periods) with a more integrated and rapid approach.
  • This increase in speed reduces the integrity risk associated with temporary repairs.
  • More efficient use of platform beds (core crew resources)
  • More efficient use of inspection resources by reduced requirement to inspect temporary repairs

Description of Best Practice

We have changed the way we go about surveying and engineering of like-for-lie pipespool and structural replacements. We store an infrared handheld scanner offshore for undertaking surveys and have instructed core crew members in the use of them. Scan data is uploaded and converted to a full fabrication isometric within a few hours of receipt. The isometrics is then passed onto a fabricator for manufacturing.

Contact: Wessel de Haas, Shell

Time and cost of internal tank inspections lowered by Cyberhawk

/in , , , /by

Cyberhawk Innovations has improved the safety, time and cost of inspecting cargo oil tanks on operational FPSOs using Remotely Operated Aerial Vehicles (ROAVs).

Maersk Oil, which owns and operates the Gryphon FPSO in the UKCS, traditionally inspected cargo tanks for integrity, damage assessment and class certification using rope access technicians who were suspended on ropes to inspect the tank structure, focusing on areas of high stress such as stiffeners, brackets, bracing, webs and stringers.

However, carrying out a visual inspection of the tank using Cyberhawk’s ROAV – Cyberhawk mobilised an experienced two-man ROAV team consisting of an ROAV pilot and inspection engineer – garnered many benefits.

Human risk factors presented by rope access such as working at height for sustained periods and in confined spaces were reduced. The inspection of the critical components of the tank was completed within a day, in comparison with rope access which would usually take between three and four days and significant cost savings were made. In turn, Maersk Oil could identify and more efficiently plan for any possible contact based inspections in both this and other tanks.

This inspection technique can now be applied to all large internal tanks, on vessels such as FPSOs, bulk carriers and tankers.

Malcolm Connolly, Cyberhawk’s technical director and founder, said: “We and Maersk Oil were keen to develop an effective ROAV inspection method for FPSO cargo oil tanks as well as other tanks and storage vessels. Not only have we removed one of the most significant risks associated with tank inspection, working at height, but we have also highlighted the significant cost and time savings achieved by ROAV inspection.”

Chevron – Marine logistics

/in , , /by

Submitted by Chevron

Impact

As a result of launching the efficiency initiative last year, Chevron has been able to streamline work processes. The company has also been able to reduce the cost per ton of cargo transported by platform support vessels and increased utilisation of deck space to 75-80 per cent of each vessel’s capacity.

Description of Best Practice

Chevron Upstream Europe (Chevron), is making optimum use of the platform supply vessels which support its installations in the North Sea by taking a new approach to organising its marine logistics which involves greater input from its employees and more effective integration across different departments.

Marine logistics, involving the delivery of plant, equipment and materials from suppliers to our offshore installations, are a sizeable proportion of lifting costs which are some of the costs associated with producing oil and gas from wells on the UK Continental Shelf (UKCS). In 2014 Chevron launched an initiative to look at how the business could manage the costs of marine logistics more effectively.

As part of Chevron Upstream Europe’s operations department, our marine logistics team is responsible for supporting the installations and key projects we manage on the UKCS, including the Alba, Captain and Erskine fields. Working together with the TEAM Marine Consortium, Chevron looked at ways to make better use of Platform Support Vessels (PSVs), share resources with neighbouring offshore installations and maximise every inch of each vessel’s deck space capacity.

Chevron, as a member of the TEAM Consortium for the past 20 years, is well aware of the benefits of pooling resources such as platform support vessels. The company therefore took this co-operative working approach a step further to pinpoint opportunities where it could improve marine logistics efficiency.

Along with being integrated into Chevron’s operations department, the marine logistics team has been working with cross functional input from our operations planning, offshore workforce, drilling & completions and facilities engineering groups plus various service providers to raise awareness of the need for further efficiency across our assets. Chevron looked at areas where we could help reduce offshore standby times and unscheduled sailings as well as prevent cargoes from being ‘round-tripped’, when materials remain on board taking up valuable deck space.

Chevron has been using tools such as Lean Sigma to help our onshore and offshore teams assess potential opportunities for contributing to smarter ways to tackle both day-to -day and long-term strategic planning across the business. This approach is helping the company to generate in our teams a sense of empowerment where they are encouraged to think creatively and constantly challenge themselves to find potential opportunities for efficiency improvement.

Together with raising awareness of the efficiency initiative across these teams, Chevron also reviewed existing processes for tracking costs across the business and identified systems which have enabling the business to avoid the rise in costs that can arise from sub-optimal planning or reactive work onshore, offshore and through supporting third parties and suppliers.

Contact: Sam Howard, Chevron