Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Nick amott


Published on

Published in: Engineering, Business, Technology
  • Be the first to comment

  • Be the first to like this

Nick amott

  1. 1. Innovation – Prof Nick Amott
  2. 2. Summary  Cubic Melons  LNG (with thanks to Prof Brian Cox)  Who are Fluor?  Why Innovation is Important  Real Examples of Successful Innovations  Some Innovations that Didn’t Work  Your Role in Innovation
  3. 3. Cubic Watermelons  Why?  Developed by farmers in Japan in 2001  Response to customer and supermarket concerns  Now viewed as a novelty item due to high price and inferior taste!
  4. 4. Titan – Saturn's Moon Photographs from the Cassini probe.
  5. 5. Titan (Saturn Moon)  What is the white spot?  Titan is a long way from the sun with an atmosphere of methane not air!
  6. 6. LNG – Liquefied Natural Gas  LNG - Natural Gas that has been converted to a Liquid  Gas is cooled through expensive liquefaction process to -162°C @ 0.25 bar  LNG has much greater energy density than compressed gas making it more efficient to transport  Expensive production process and storage equipment main barriers to widespread commercial use.  Prelude 488 m x 74m, more than 4.5 soccer pitches end to end - $12.6 billion
  7. 7. LNG on Titan?  The Innovators friend  There are 1012 litres of liquid methane on Titan  Approx. ¼ of Earth’s reserves are present in LNG form  Why don’t we go and recover the LNG?  How would we get it to Earth?  Cost of putting 1 lb of payload into space is $10,000  Neil Downie’s 5th law of Innovation, “Every problem contains an opportunity” – (but maybe an opportunity for someone else – your children's children!)
  8. 8. What is Fluor?  One of the world’s leading publicly traded engineering, procurement, construction, maintenance, and project management companies  #124 in the FORTUNE 500 in 2012  Over 1,000 projects annually, serving more than 600 clients in 66 different countries  Workforce of over 43,000 men and women executing projects globally  Offices in over 30 countries on 6 continents  100 years of experience Fluor Corporate Headquarters Dallas, Texas
  9. 9. 9 Comprehensive Services Program/Project Management Pre-Design Design Construction Start-Up Operations & Maintenance Solutions  Computer Modeling  Conceptual Design  Estimating  Feasibility Studies  Permitting  Project Financing  Scope Definition  Siting  Technology/ License Evaluation  Front-end Engineering  Detailed Engineering  Cost Control  Planning & Scheduling  Sourcing & Supply  Systems Integration  Safety Planning  Construction Management  Craft Staffing & Training  Equipment & Tools Supply  Field Mobilization  Material Control  Quality Control  Safety Programs  Contractor Management  Commissioning  Engineering Support  Precommissioning  Systems Checkout  Initial Production  Plant Readiness  Turnover  Asset Performance Improvement  Facility Management  Plant Operations & Maintenance  Small/Sustaining Capital Projects  Turnaround, Outages & Shutdowns
  10. 10. Why is Innovation Important to Fluor  One of Fluor’s guiding principles states that the company is always looking for: “Methods to Capture, Share and Apply our Knowledge to deliver Customer Solutions”  To be able to fulfil this principle Fluor must be innovative and provide an environment for innovation to thrive  Innovation also allows the company to: • Gain a competitive advantage over our competitors • Retain, attract, develop and motivate a workforce essential for success • Ensure quality and fit-for-purpose solutions are delivered to our customers • Build and sustain a global community for all our stakeholders • To maximise and increase margins and profitability for the company and shareholders So what does this mean! Do it better, faster, cheaper!
  11. 11. Better – Faster - Cheaper  Innovate the “work process”  Change the paradigms  Use the tools ROI £/$/€
  12. 12. How do we improve the work process using the available tools ? • Objective – Turn a Process concept into a decision making design and cost estimate better, faster and cheaper • Have a Clear Vision of the End Product • Just Enough and No More (JEAN) –RTFC –Don’t Outdo Competitor Deliverables –Neil Downie’s 4th law, don’t over-deliver • Completed the FEED on a $120M Ethane Treatment Project with over 20 major equipment items in less than one month
  13. 13. Work Process for +/-30%Cost Estimates Process Simulation Heat & Mat Balance Prelim Cost Estimate Prelim Equipment / Line Sizing QuickPlantSM •Process Flow Dgms •Equipment Data Shts •Equipment List •Load List FrontRunnerSM IPE Equipment Based Cost Analysis OptimEyesSM Layout Studies Critical Equipment Sizing Checks •I/O Count •Concrete MTO •Piping MTO •Structural steel MTO •Plot plan /elevation
  14. 14. Client Quotes “You have a significant competitive advantage over your competition with this approach”. Statoil Project Manager “You’ve done in 4 days what our other team have been doing for four months”. Project Estimator
  15. 15. Real Example – 3rd Generation ModuleSM Design Evolution of Modular Construction  1st Generation Modular Execution
  16. 16. Evolution of Modularization in Land Locked Locations  2nd Generation Modular Construction Execution • 1st Generation plus: • Equipment or PAUs (Preassembled Units) – Equipment on module – Modules around equipment
  17. 17. Where next – 3rd Generation modulesSM  Get more into a module  Reduce the space occupied by the module and plant by optimising layout  Use the developing hardware available to the full extent  Patent the application to protect intellectual property
  18. 18. Site Envelope Statistics Traditional 320,000 m2 2nd Generation 200,000 m2 3rd Generation 84,000 m2
  19. 19. Real Example – 3rd Generation ModuleSM Design  Reduced TIC • Reduced plot area lowers quantities • Total labor hours down • Work done in Shop • Dramatic decrease in construction management  Improved Safety and Quality  Minimized Environmental Footprint  Operations & Maintenance Needs Maintained  Neil Downie’s 0th and 2nd law • Think! (laterally, contradictions, outside the box) • Surprises = Patents  This is a success story!
  20. 20. Real Example – Sub-Sea Processing  Allows production from offshore oil wells without needing surface production facilities  Includes • Oil/Gas/Water Separation • Multiphase Pumping • Gas Compression • Flow Assurance  Advantages: • Improves production from existing wells • Allows production from previously ignored wells due to harsh operating conditions  Disadvantages: • Reliability issues have stopped widespread adoption, however these are being fixed  Currently used in North Sea, West Africa and Gulf of Mexico
  21. 21. Some Ideas Do Not Work – The Segway  Self-balancing electric vehicle developed in 2001  Described as the future of transport and an innovation on par with PCs and the Internet  Solution to a non-existent problem, i.e. towns and cities designed for cars and pedestrians and no space for new types of vehicle  Did not take into account regulations – In UK not allowed on pavements and not allowed on roads  Fine as a novel sight seeing resource in Prague or Berlin!
  22. 22. Some Ideas Do Not Work – Windows Vista  Launched by Microsoft in 2007 as a replacement to Windows XP  Highest market share gained was 19% compared to 75% for XP  Problems included: • Only 5% of computers sold could operate all features • File transfer was slower in Vista than previous operating systems • Most home and business software was incompatible with Vista • High price outside the USA • Oh! And it messed up our home PC!
  23. 23. Fluor’s experience with software  Do not change if it currently works  No matter how much you test, some old and favoured software will not work on the new system  Sometimes the momentum of new software will force you to change your operating system  Do not try and create your ideal new software from scratch  Neil Downie’s 1st Law of Innovation – Copy (modify/enhance) when you can, innovate when you can’t
  24. 24. Some Ideas Do Not Work – Sinclair C5  Battery assisted tricycle allowing the C5 to be operated without using the pedals  Sold approx. 17,000 units making the C5 “the best selling electric vehicle” until 2011  A number of design flaws: • Cold weather shortened the battery life • Driver exposed to adverse weather • Could not climb hills as the motor was not powerful enough and overheated easily  Declared unsafe by the Department of Transport
  25. 25. Your Role in Innovation  Fresh and New to Situations  Your first employer will be looking to you – challenge the paradigm  Able to challenge ideas and conventions before becoming “Stuck in your (Company) ways”  Always be positive, use phrases like: • “It might work because…” • “Let me add something to your idea”  Suspend Critical Judgement – The part of you saying ….. “It Won’t Work”  Consider there may be more than one good way of completing a task  Allow ideas to develop – Innovation is rarely perfect so add to, shape and alter ideas  “The Important Thing is to Never Stop Asking Questions” Albert Einstein
  26. 26. Aims of the Royal Institution Be Inspired (courtesy of Prof Brian Cox)  Royal charter 1800  Diffuse knowledge  Create inventions and improvements  Apply Science (Engineering) to the common purposes of life  We are Engineers, we are empowered to be creative and do good things!
  27. 27. Graduate Recruitment Process Farnborough workforce looking to double in size; Requirement for suitably qualified staff at all levels;  Graduate Assessment Day