integrated operations - ieee web hostingewh.ieee.org/conf/hfpp/presentations/95.pdf · integrated...
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Integrated Operations
”Removing barriers between onshore and offshore organisations”
and insights on function analysis techniques
Huldra - Veslefrikk
The operating mode and the organisation have to be adapted to the new tecnology continuously.
Integrated Operation, the catalyst and driving force.
Unlimitedinteraction
Robust facilities
Efficient work processes –Better decisions
Decide concept for the future
The Veslefrikk 2007 step
– the leap into the future!
High HSE standard - comply with environmental requirements
Increased recovery and new reserves
VeslefrikkVeslefrikk20202020
IO IO
IO is an essential part of the strategy for Veslefrikk 2020
Some challenges in our previous modus of operations
• The 2-4 personnel rotation is very demanding => creates discontinuity.
• Insufficient planning and work preparation and insufficient quality in our
work processes.
• Lack of operational involvement from onshore support
• The offshore managers find it hard to exercise proper leadership.
• Mature fields have high activity levels – parts of planning and decisions
tends to be treated as exceptions to be handled locally
• High operation costs – cost control difficult due to present authorisations
allowing that all levels can order services or goods
• The distance between offshore and onshore hinders efficient development
of competence
Main strategyStrengthen the model - decisions onshore and
operations offshore
1. Offshore work that can be transferred onshore will be
transferred
2. Operationalise offshore management and
staff
3. Operationalise the onshore support
4. Strengthen the continuity between shifts by onshore operative platform people
Integrated operations in Huldra-Veslefrikk Strategy
Huldra-Veslefrikk as IO pilot will guide Statoil into a
future where the feeling of distance between offshore and onshore is removed.
Role pattern offshore organisation• u: executing b: decision-making a:administration
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Digita
ltekn
iker
DING h
av
Kam
panj
elag
VFR
Maski
nist
dag
Maski
nist
nat
t
Mater
ialfo
rval
ter,
offs
hore
(Sta
toil)
PLS
Prod
uksj
onsle
der
Rese
psjo
nist
SHL
Syke
plei
er/H
MS-ko
ordi
nato
r
Tekn
iker
, aut
omas
jon
Tekn
iker
, ele
ktro
Tekn
iker
, lab
Tekn
iker
, mål
ing
Tekn
iker
, mek
anisk
Tekn
iker
, pro
sess
Tekn
iker
, pro
sess
, SKR
Tele
inge
niør
VDL
uba
Role pattern contractor/entrepreneur
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
DVO (S
eadr
ill)
DVO F
VA (S
eadr
ill)
Form
enn
elek
tro, i
nstru
men
t (V&
M)Fo
rmen
n rø
r&st
ålFo
rmen
n st
illas
Insp
ektø
r (AG
R)
Kran
VFA
(Sea
drill)
Kran
føre
r (Se
adril
l)
Mariti
m le
der (
Sead
rill)
Mater
ialfo
rval
ter S
eadr
ill
V&M-le
der (
form
enn
Vetc
o)VD
L (S
eadr
ill)
uba
Role pattern onshore organisation
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Adm
.kon
sule
nt
Brøn
n Ope
rasj
onsle
der
DING la
ndDRT
-lede
r
Ing.
aut
omas
jon
Ing.
ele
ktro
Ing.
insp
eksj
on
Ing.
pros
ess
(OPS
)
Inge
niør
, HVA
C
Inge
niør
, pro
sess
(DRT
)
K&L,
sys
tem
ansv
arlig
Logi
stik
k (la
nd, S
tato
il)MOD-le
der
OPS-s
jef
Overin
g Te
le
PETE
K pr
od.in
g.
Rådg
iver
/inge
niør
rør o
g ve
ntile
r
Tekn
isk s
ikke
rhet
Borin
g Ope
rasj
onsle
der
sba
s: Support function b: decision-making a: administration
Allocation between offshore and onshore• The Veslefrikk IO-MTO analysis identified more than 100 groups of functions/
task that can be moved from offshore to onshore. The results are currently being transformed into generic guidance for function allocation between offshore and onshore for the industry. This guidance can be classified into four main areas:
• Onshore administration of human resources
– e.g. substitute personnel,administration of courses and in company education programmes, administration of
• Onshore planning of maintenance and small modifications
– Maintenance planning shall be done onshore, detailed planning and work preparation on daily basis onshore
• Predictive and low priority maintenance in campaigns.
– Onshore preparation of complete work packages and prepared work permits.
• Improvements in logistics.
– “IKEA principle” with complete pre-packed jobs, double-checking of packages before shipment, just in time delivery, ...
Classification: Statoil Internal
A method forFunction analysis and allocation
• The aim of the method is to provide a• practical engineering and analysis guideline for the MTO aspects
of early design/planning phases in new or refurbished installations for petroleum production on the Norwegian continental shelf (NCS).
• The specific goal of the method is to provide a framework for Function Analysis and optimal Function Allocation (FA&A), i.e. to find the best practice in allocating functions between onshore and offshore or between man and machine agents.
Classification: Statoil Internal
MTO analysis method version 2.0Structure
• Form like a Standard / Guideline• Three levels• Electronic pdf version (Restrictions apply)
• Provide sufficient information in the document to guide a user with some or moderate knowledge about MTO methodology
• Practical support - not theoretical!• Terminology as in a
standards/guidelinesControl centres - control
rooms• ISO 11064 - 1• NPD HF revision method• NORSOK• IEC 60964• NUREG 0711• EPRI 1008122.• IEEE Guide for the Application of
Human Factors Engineering..
Integrated operations
IO MTO analsyis - method
ISO 6385Work systems
CORD: Coordinated Operation and maintenance – Research and Development
Classification: Statoil Internal
Function Analysis
Function Allocation
Machine
HumanOnshore
/ Offshore
Task Analysis
Job Analysis
Tools:• GMTA
Tools:•Function Analysis• Work process Modeling
Tools:•Interviews, observations, table-top discussions•Work process modeling
Work organisation
The need for an effective process
Operational Experience
Review
Visions, goals and requirements
Classification: Statoil Internal
Data refinement - function allocation
Competence requirements
Functions locked by time
Complementary functions
Overlapping functions
High level roles
More than one person involvedCooperation potentialDependencies
Can be joinedSaved timeCompetence
AdministrationExecutiveDecision making
AnybodyEqual competenceLocked
Time of dayNight /day
Preliminary allocation
Finalallocation
Classification: Statoil Internal
Allocation between human and technology
• Functions not physically restricted to a fixed location and that involve more than one actor for execution, shall be supported by co-operation tools.
• Three different categories of co-operation tools are available.• Work surfaces• Co-operation surfaces• Data visualisation surfaces
• Responsibility for entering data into a work-, co-operation or visualisation surface shall be allocated in the organisation
• If information can be automatically displayed on a work, cooperation or visualisation surface, automation shall be
Classification: Statoil Internal
Integrated operations
Future perspective
Integrated Operation
”Removing barriers between onshore and offshore organisations”
Jim Lennert Kvamme
Prosjctmanager Huldra Veslefrikk IO