Plan Input

8/8/2019 Plan Input

http://slidepdf.com/reader/full/plan-input 1/22

Optimising Turnaround Planning andExecution

Mike RuddTAR & Planned Intervention Manager BP Exploration – North Sea Strategic Performance Unit

8/8/2019 Plan Input


2

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

8/8/2019 Plan Input


3

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

8/8/2019 Plan Input


4

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

8/8/2019 Plan Input


5

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

8/8/2019 Plan Input


6

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



Operations

Shetland Hub

Projects &Services

HSSE

Schiehallion

Northern North Sea

Central North Sea

Southern Gas Assets

Turnaround Team

Ops Division



Operations

Shetland Hub

Projects &Services

HSSE

Schiehallion

Northern North Sea

Central North Sea

Southern Gas Assets

Turnaround Team

8/8/2019 Plan Input


7

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

8/8/2019 Plan Input


8

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

8/8/2019 Plan Input


8/8/2019 Plan Input


10

Plan inputs……controlling growth

8/8/2019 Plan Input


11

Plan output……stability

8/8/2019 Plan Input


12

Front end loading

• Corporate methodology – a common system

8/8/2019 Plan Input


8/8/2019 Plan Input


14

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

8/8/2019 Plan Input


15

Logistic / material management

8/8/2019 Plan Input


16

Logistical challenge

Ideal Winter Typical

8/8/2019 Plan Input


17

Logistical chess

8/8/2019 Plan Input


18

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



Daily Progress meeting

Slowdown execution timetable

Lunch period

Tea break

Tea break


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?

8/8/2019 Plan Input


8/8/2019 Plan Input


20

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

8/8/2019 Plan Input


21

Conclusion

• Start early• Standardise the process

• Land the organisation

• Engage stakeholders

• Succeed

Questions……?

8/8/2019 Plan Input


22

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: [email protected]

Plan Input

Documents

Transcript of Plan Input