Post on 29-May-2018
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Optimising Turnaround Planning andExecution
Mike RuddTAR & Planned Intervention Manager BP Exploration – North Sea Strategic Performance Unit
8/8/2019 Plan Input
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Content
• Context
• Organisation
−Operations Division
− Functional Expertise
• Simplifying Plan Inputs
− Developing the first pass work list
−Managing growth
• Front End Loading
• Material Management
−People, equipment, tools
• Improving execution efficiency
• 2008 in the North Sea
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Why is effective TAR Delivery important?
TAR Management is critical to safeguarding ourpeople and effectively operating our plant:
- Investing in plant integrity and reliability
- Using technology to continuously improve
- Following clear work management processeswhich are consistently and rigorouslyimplemented
- Ensuring that our people are trained and thatour leaders create the right culture
It is a continuous journey to improve performanceand reduce risk
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Where We Operate
BP in the North Sea operate across 38 fields in theUK Continental Shelf and Norwegian Sector
• 12 manned platforms• 1 FPSO• Wytch Farm• 10 pipeline systems• Forties pipeline system• Sullom Voe Oil terminal• Teesside gas terminal
• Dimlington gas terminal
Partner interest in c.12 other manned installations
• Nearest asset to land is 40miles off the Humberside
coast
• Nearest asset to Scotland is 50miles west of Shetland
• Functional TAR Management team is located inAberdeen
• Workforce operates on a 2/3 rota and is alsodispersed across the UK and overseas
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Organisation…structure
Ops Division
ProductionEngineering
PlanningEngineering &Maintenance
Operations
Shetland Hub
Projects &Services
HSSE
Schiehallion
Northern North Sea
Central North Sea
Southern Gas Assets
Turnaround Team
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Organisation…functional expertise
TAR & PIManager
TARTeamLeader
Vendors&
Contractors
TARPlanner
TARCo-ordinator
OffshoreInstallationManager
OffshoreOperationsEngineer
OffshoreSupervisoryManagement
FieldSupervision
HSSE
Workforce
SupportNetwork
Engineering ProductionMaterialControl
CostControl
Modifications Projects
MaintenanceLogisticControl
3rd party
Onshore roleOffshore role
Ops Division
ProductionEngineering
PlanningEngineering &Maintenance
Operations
Shetland Hub
Projects &Services
HSSE
Schiehallion
Northern North Sea
Central North Sea
Southern Gas Assets
Turnaround Team
Ops Division
ProductionEngineering
PlanningEngineering &Maintenance
Operations
Shetland Hub
Projects &Services
HSSE
Schiehallion
Northern North Sea
Central North Sea
Southern Gas Assets
Turnaround Team
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Organisation…engagement
• The offshore team influences, manages and controls all aspects of work
execution……
− If they are not on board from the outset, it can make for an uncomfortable
time
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Organisation…reward & recognition
• Recognise “Success & Sacrifice”
− avoid the feeding frenzy – it’s the market we operate in during TAR
season
• Assets have freedom – within limits - to award
− Incentives
− for Safety
− for Productivity
• Not just cash!
− Ice cream
− Longer service guarantees
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Plan inputs……controlling growth
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Front end loading
• Corporate methodology – a common system
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Material management considerations
Elements
• Spare parts
• Replacement pipe-work and valves
• Tools
• Hire equipment
• Specialist equipment
• Disposal facilities
• Diesel
Implications
• Storage space
• Lay down areas
Restrictions
• Limited vessel sailings
• Supply vessels with dual roles
• Expensive air freight
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Logistic / material management
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Logistical challenge
Ideal Winter Typical
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Execution efficiency
07:00
07:15
07:30
07:45
08:00
08:15
08:30
08:4509:00
09:15
09:30
09:45
10:00
10:15
10:30
10:45
11:00
11:15
11:30
11:45
12:00
12:15
12:30
12:45
13:00
13:15
13:30
13:45
14:00
14:15
14:30
14:45
15:00
15:15
15:3015:45
16:00
16:15
16:30
16:45
17:00
17:15
17:30
17:45
18:00
18:15
18:30
18:45
19:0019:15
Ops shift handover
A u d i t s a s p er t h e a u d i t m a t r i x
AM slowdown progress meeting - to incorporate any
online plant issues.
Tool box talks with contract personnel
WCC issue & sign off
WCC issue & sign off
WCC issue & sign off
Daily Progress meeting
Slowdown execution timetable
Lunch period
Tea break
Tea break
WCC issue & sign off
Ops shift handover
Checklist for
shift hand-over
Remember
==> Safety first - if you are uncertain- stop - think !
==> Equipment to be treated as if there are hydrocarbons inside
==> Spills to be removed immediately- do NOT wait until the job is
finished==> Area operator must approve all changes in the plant(Valve
positions, pressurizing etc), and must be notified when jobs are
completed
Safety Yes No Comments
Has there been any accidents/near misses?
Any sign of hydrocarbons in ongoing jobs?
Do we have a signed/approved workpermit?
Has the workpermit been discussed with people involved?
Where in the safety job analyse(SJA) are we now? - Discuss the SJAHas there been any deviations to the SJA ?
Has there been any changes of plant status since last shift?(Valve
positions, pressure, electric power isolated, de isolated)
Any ongoing job in same area that could infuence on our job?
Has there been any jobs from scaffolding? Remember to remove
tools/spareparts from scaffolding-- avoid risk of fall ing objects
Have STOP or time-out for safety been used on the last shift ?
Progress yes No Comments
Any ongoing critical activities( i.e. Hotwork class A)
Any deviation from progress plan or procedures?
Is progress( both before and behind plan) reported to area operator?
Can the job continue according to plan/procedure ?
Will we need any special assistance during the coming shift(Air,scaffolding, electric power e.t.c.)
Has the area operator been notified of completed jobs? Remember
that no jobs are completed before work area has been declared safe &
secured
Spareparts/Tools yes No Comments
Are all materiel/equipment/tools ok?
Are all materiel/equipment/tools on location in work area?
Are there any materiel/equipment/tools that can/should be removed?
Other yes No Comments
Any special things the next shift should know about?
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Foinaven 26/07 44d
Bruce 21/06 15d
Harding 05/06 25d
Andrew 18/10 11d
Lomond 05/07 28d
CATS Riser 06/07 11d
CATS 06/07 14d
FPS-C 01/08 1d
FPS-U 01/08 3d
ETAP 06/07 11d
NEV TAR 05/07 35d
EPM 03/07 30d
Clair 02/08 28d
01/08 3d
Ula 01/04 8d
Valhall 01/06 10d
Schiehallion, 25/05 90d Tr
Schiehallion 01/06 65d
NEV slow down 09/08 9d
01/03/08 31/03/08 30/04/08 30/05/08 29/06/08 29/07/08 28/08/08 27/09/08 27/10/08Date
A s s e t
North Sea 2008 context
2008 Programme Commentary:• 17 BP events in NNS & CNS• 200k man-hours of activity• Successful delivery against HSE and cost
Memorable Events• Emergent Work• Leaking isolation valves• Lost isolation plug
• Power outages
Plan Actual
65 65
90 110
44 44
28 28
15 33
25 25
1 11 11
2 3 2
30 34
28 32
1 35 32
2 9 4
11 11
11 11
405 442
8 8
10 9
14 12
Operations Division Asset
Harding
Bruce
Days of Activity
CATS Riser
Lomond
EPM
Andrew
Schiehallion - main TAR
NEV
Clair
Foinaven
Schiehallion - train
ETAP
Ula-Tambar
Valhall-Hod
CATS
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Conclusion
• Start early• Standardise the process
• Land the organisation
• Engage stakeholders
• Succeed
Questions……?
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Thank you
• Mike Rudd
TAR & Planned Intervention ManagerOperations DivisionNorth Sea Strategic Performance UnitBP Exploration
Wellheads Drive
Farburn Industrial Estate
DyceAberdeen
AB21 7PB
Tel: +44 (0) 1224 833587
Cell: +44 (0) 788 762 8154
email: mike.rudd@uk.bp.com