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Asset Integrity Management
- 1. www.intecsea.com Dr Kirsten Oliver Asset Management Lead Trinidad & Tobago Energy Conference January 2018 Asset Integrity Management Ensuring a fit-for-purpose implementation
- 2. Managing brownfield assets Integrating new with old Poor/ inconsistent operational data Silo approach to asset improvement Budget constraints Challenges in the market
- 3. Managing brownfield assets Incomplete picture Wrong choice Risks increased/not addressed Failure to deliver full potential value The cost of remaining the same
- 4. A standardised approach to Integrity Management across assets is not easy Pipelines Structures Pressure Vessels Static Equipment Rotating Equipment Instrumentation Offshore Onshore EquipmentFacilities Exploration and Production Processing Refining Distribution
- 5. Core elements of Asset Integrity vIntegrity Review vHSE Critical Records vInspect Test and Examine vAssurance, Verification & Certification v HSE Critical Equipment & Performance Standards Plan DoCheck Act vManagement of Change Design Fabricate, Erect, Install Commission Operate Maintain Modify & Repair Decomm & Disposal
- 6. Common integrity issues across the lifecycle Cost constraints or replication of design Design Fabricate, Erect, Install Non-compliance with procedures to meet schedule, poor quality workmanship Modified or non optimal Asset Integrity and Maintenance strategy required for operations. Increased maintenance, inbuilt degradation issues, inaccessible locations Commission Handover of non- start-up critical packages, non- compliance with procedures Additional work at 1st shutdown, revised maintenance strategies, constant catch up
- 7. Operate Maintain Modify & Repair Decomm & Disposal Obsolescence and new technology New equipment, change in field conditions, mothballing New technology on tie ins to existing infrastructure Greenfield and brownfield integrity and maintenance procedures not aligned OEM strategy no longer valid Required updated strategy, change in frequency, different competencies Integrity required for lifting, equipment required for cleaning Unknown condition or deteriorated equipment can cause over engineering Common integrity issues across the lifecycle
- 8. So… how do we change behaviour?
- 9. Driving Improvement Understand current level of integrity performance in key selected assets through KPIs and asset assessments Define performance: Improve: Develop a common understanding of what good looks like and create supporting standards, guidelines and tools Develop and deliver local integrity improvement plans with central support to build core AI capabilities in the asset Improvement Transform: Achieve leading integrity performance through integrated improvement programme Analyse performance: Create a blended team with a mix of expertise to own the process • Corporate leads • Asset focal points • Advisory team to drive process and provide technical support. Time
- 10. Identify Requirements • High level review of current processes and procedures • Understanding appetite for risk • Understand current challenges; identify key asset types • Test against industry best practice Quantification of acceptable risk
- 11. Identify priorities • Identify good practice and key champions so quick wins can be shared • Establish integrated working group for driving improvement Very High 5 High 4 Medium 3 Medium Low 2 Low 1 1 2 3 4 5 Low Medium Low Medium High Very High Consequence Probability AIM PIMS FIMS WIMS SIMS • Identify key areas for improvement process • Enable Operations/Maintenance teams to take ownership
- 13. Some closing considerations • What is your COMPANY driver for implementing Asset Integrity improvements? • Is there a link between Production losses and Asset Integrity? • Are safety/environment incidence on the increase? • Is compliance with the Corporate Integrity Procedures measured? • In your asset where are the key perceived issues across the business?
- 15. Who we are INTECSEA collaborates with clients, contractors and competitors to turn complex challenges into practical results. Our capability, combined with that of the WorleyParsons and Advisian offers clients a single integrated, full lifecycle project delivery service. Advisian provides strategic and business-level consulting, integrated with deep technical expertise, across the entire asset lifecycle with a truly global footprint. WorleyParsons offers our clients specialists in full project delivery of large, complex, strategically important projects. WorleyParsons Advisian
- 16. Specialist Offshore Engineering Consultancy founded in 1984 Acquired by WorleyParsons in 2008 Integrated into Advisian in 2015 Dedicated professional engineers across all continents Delivering Projects to the World INTECSEA Office Locations WorleyParsons Office Locations
- 17. DISCLAIMER This presentation has been prepared by a representative of INTECSEA. The presentation contains the professional and personal opinions of the presenter, which are given in good faith. As such, opinions presented herein may not always necessarily reflect the position of INTECSEA as a whole, its officers or executive. Any forward-looking statements included in this presentation will involve subjective judgment and analysis and are subject to uncertainties, risks and contingencies—many of which are outside the control of, and may be unknown to, INTECSEA. INTECSEA and all associated entities and representatives make no representation or warranty as to the accuracy, reliability or completeness of information in this document and do not take responsibility for updating any information or correcting any error or omission that may become apparent after this document has been issued. To the extent permitted by law, INTECSEA and its officers, employees, related bodies and agents disclaim all liability—direct, indirect or consequential (and whether or not arising out of the negligence, default or lack of care of INTECSEA and/or any of its agents)—for any loss or damage suffered by a recipient or other persons arising out of, or in connection with, any use or reliance on this presentation or information.
Editor's Notes
- Identifies the problem we want to solve with the client: A number of challenges exist for brownfield developments: Poor/inconsistent operational data and missing “as built” information Outdated models (plant/wells/reservoir) Live facility access issues means design of modifications often lacks greenfield rigour Silo-ed approach to asset improvement rather than an holistic “full system” approach means improvements fail to deliver value Bias in decision making with current situation and operational risks not always honestly portrayed Inconsistent perception of risk coupled with the desire not to give the boss bad news Integrating new with old, all the effort is for the new, all the issues are with the old
- Identifies the problem we want to solve with the client: A number of challenges exist for brownfield developments: Poor/inconsistent operational data and missing “as built” information Outdated models (plant/wells/reservoir) Live facility access issues means design of modifications often lacks greenfield rigour Silo-ed approach to asset improvement rather than an holistic “full system” approach means improvements fail to deliver value Bias in decision making with current situation and operational risks not always honestly portrayed Inconsistent perception of risk coupled with the desire not to give the boss bad news Integrating new with old, all the effort is for the new, all the issues are with the old
- Identifies the problem we want to solve with the client: A number of challenges exist for brownfield developments: Poor/inconsistent operational data and missing “as built” information Outdated models (plant/wells/reservoir) Live facility access issues means design of modifications often lacks greenfield rigour Silo-ed approach to asset improvement rather than an holistic “full system” approach means improvements fail to deliver value Bias in decision making with current situation and operational risks not always honestly portrayed Inconsistent perception of risk coupled with the desire not to give the boss bad news Integrating new with old, all the effort is for the new, all the issues are with the old
- HSE Critical Eq and PS Identify HSE Critical Equipment & Systems Define Performance Standards (PS) and guidance on methods to control integrity through lifecycle HSE Critical Records Controlled and auditable record keeping Well documented PS, Written Scheme of Examination (WSE), work orders, verification, etc. Integrity Review Provide an effective and auditable trail for integrity activities throughout lifecycle e.g., accountability, plan, software, effective prioritisation – from design to decommissioning Inspect Test and Examine A well managed system for scheduling maintenance, inspection and testing Consider technical concerns as well as daily maintenance activity e.g. WSE approach Assurance Verification and Certification Clear defined assurance scheme, independent verification and internal KPIs Based on Control, Communication and Competence – improvement framework Management of Change Ensure AI processes reflect change and interface with other systems for temporary, long term shutdown and decommissioning activities
- Images Link between operational and assurance activities Benchmark asset in key elements Standardised KPIs for global reporting, levels and importance of leading to help drive improvement.
- Images Link between operational and assurance activities Benchmark asset in key elements Standardised KPIs for global reporting, levels and importance of leading to help drive improvement.