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%

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Digita

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, pro

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, pro

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, 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

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Role pattern onshore organisation

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Adm

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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