Embed Size (px)
Citation preview
8.00-10.30am, 16th November 2018, Chester Hotel
Subsea Efficiency Task Force Roadshow
Phil Simons & Scott Cameron (Subsea 7), Neil Gordon (Subsea UK), Mariesha Jaffray & Colin Thomson (Oil & Gas UK), David Rennie (Scottish Enterprise)
Welcome & Introduction
Phil Simons, Subsea 7, Efficiency Task Force Chair
2
Agenda
Timing Topic Speaker
08:00 – 08:30am Tea/Coffee/Breakfast Rolls
08:30 – 08:40am Introductions/Welcome & Meeting Menti Phil Simons, Subsea 7
08:40 – 08:55am Efficiency Task Force Overview Mariesha Jaffray, Oil & Gas UK
08:55 – 09:10am Subsea Standardisation Project Update Colin Thomson, Oil & Gas UK
09:10 – 09:25 am Scottish Enterprise Support for the Subsea Sector David Rennie, Scottish Enterprise
09:25 – 09:40am Update from Subsea UK Neil Gordon, Subsea UK
09:40 – 09:55am Subsea 7 Initiatives – Lomand Bypass Pipeline Case Study Scott Cameron, Subsea 7
09:55– 10:25am Panel Discussion: How can the Subsea community contribute to increasing the competitiveness of the UKCS?
Neil Gordon, Subsea UK (Chair)Phil Simons, Subsea 7Mariesha Jaffray, Oil & Gas UKDavid Rennie, Scottish EnterpriseBruce Heppenstall, BEL Valves
10:25 – 10:30am Meeting Close Neil Gordon, Subsea UK
Efficiency Task Force & how you can help
Dr Mariesha Jaffray, Continuous Improvement Manager, Oil & Gas UK
4
Key Challenges
7
➢ Changing the mentality of a 280,000 strong workforce
➢ Facilitating collaboration in a competitive environment
➢ Managing the impact of competition & contractual issues
➢ Challenge of differing motivations & drivers
➢ Limited trust across supply chain
➢ Lack of mandate
➢ Measuring impact
➢ Industry resources
Key Facilitators
8
Visible industry leadership & early adopters
Industry identified priority areas
Facilitation via Trade Association
Pilot study opportunities/proof of concept
Subject matter expert engagement
Industry-wide representation & implementation
Shared learning & continuous improvement
ETF has achieved significant engagement
9
10
We have achieved significant engagement
Industry has achieved efficiency improvements
11
Signs that confidence is improving…..
12
13
There is more to do….
Efficiency Hub & Dashboard
14
Business activity & performance
Good practice guidelines, project overviews, CI Tools (e.g. change readiness assessment)
Sign posting of industry efficiency initiatives
Industry case study library
The Efficiency Task Force can help you…..
15
Begin your Efficiency Journey
16
Get Started
➢Visit the Efficiency Hub
➢Appoint your Efficiency Champion
➢Join the Continuous Improvement Network
Get Involved
➢Join our Project TFGs
➢Host a Roadshow
➢Attend ETF Events
➢Submit your case study – use it as a showcase opportunity
➢Share your efficiency challenges
Embed Change
➢Utilise available tools & resources
➢Share learnings and impact
Subsea Standardisation ‘Deep Dive’
Colin Thomson, Oil & Gas UK
17
Subsea Standardisation: Aims & Objectives
Aim: To identify efficiencies possible via standardisation and simplification applicable to subsea developments
Objectives were to:
– Develop standardisation themes from the available literature
– Demonstrate proof of concept:
– Retrospective case study analysis
– Strawman theoretical exercise
– Identify opportunities for application to active Projects
Subsea Standardisation Project: In Four Steps
19
Step 1. Develop Theory
Literature Review & strawman Exercise
▪ UKCS scope either hypothetical or based on previous project
▪ Reference case developed from fit for purpose approach excluding preferential requirements
▪ Define and score metrics in regard to performance of 9 Operators compared to the reference case
Step 2. Test Theory - UKCS Case Studies
Centrica West Pegasus
▪ Applied to four retrospective UKCS case studies
▪ Demonstrated potential efficiencies (15-28%) could be achieved by adopting a fit for purpose and a more simplified approach to projects.
▪ Board request led to prospect review to determine cost savings potential by applying to an existing ‘economically challenging’ prospect.
Step 3. Implement - Prospect Review
Step 4: Analyse Results - Cost Saving Estimate
Range*
Project Management and Engineering 20.4% 24.7%
Procurement, Manufacture and Fabrication
14.8% 28.3%
Transportation and Installation 16.3% 33.6%
The above % indicates the savings achieved within these groupings.
Overall Percentage Savings 20.4% 24.7%* Dependant on Field Option
▪Approach not just limited to subsea application
▪Further cost savings are possible through application to other areas
In excess of 200 downloads from the Efficiency Hub;
Adoption of principles into BMS (Worley Parsons);
Successful application to Projects has resulted in:
➢ Making small pools within tie-back range more economically viable;
➢ Taking economically challenging projects to further stages of development
➢ Spirit – Pegasus, further detail will be available Q1 2019
➢ Chevron - West Wick
➢ Shell – Fram & Penguins (in conjunction with Shell’s own initiatives)
➢ Significant schedule & cost improvements (Subsea 7/Apache, Callater
Project);
➢ Efficiency gains in Project delivery (Nexen).
Subsea Standardisation: Impact Assessment
Subsea standardisation applied to GE Tieback SP2
oilandgasuk.co.uk/efficiency
Aims: Working with supply chain partners toidentify efficiency and optimizationopportunities as part of the well Golden Eagleinfill well delivery program.
Method:• Supplier engagement to identify/assess
potential methodology and technologyopportunities across the delivery process.
• Using lessons learnt and Oil& Gas UKstandardisation themes.
Impact:➢ Functional, fit for purpose solution
➢ Offshore schedule optimisation to achieveaccelerated installation and commissioning
➢ Vessel campaign sharing via integrated operatorDSV contract
➢ Future proofed subsea control system allowingease of integration of additional wells
➢ Standard industry and field specific interfaces.
Problem Statement: Achieving an efficient and collaborative approach to the delivery and installation of Golden Eagle Infill wells
Subsea standardisation applied to Telford Pipeline Replacement
oilandgasuk.co.uk/efficiency
Aims:• Ensure subsea pipeline integrity for a mature
subsea pipeline system
• Minimise system downtime during offshore execution
• Extend Pipeline life inline with overall field strategy
Method• Using Oil & Gas UK standardisation themes they
assessed optimal schedule, technical specification and installation methodology for the project.
Impact➢ Accelerated product delivery inline with project
schedule (Early delivery target)
➢ Optimised onshore design process
➢ Adopt proven technology to minimise complexity during tie in
➢ Reduced offshore time
Problem Statement: Identification of an optimal solution for the replacement of a mature subsea pipeline
• Case study application to Engineered Products published;
• Subsea Guideline Workgroup has been reconvened & kicked off;
• Group agree with the concept of a “light-touch” update to the existing guideline to reinvigorate by publishing in a better climate for subsea projects;
• Light-touch update underway will include:
➢ Gap Analysis Tool
➢ Decommissioning Considerations
➢ Case Studies & Lessons Learned
• Guideline update & re-issue in Q4.
Subsea Standardisation: What Next?
Subsea Initiatives
26
Scottish Enterprise
Support for the Subsea
sector David Rennie, 13th November 2018
Size of the opportunity for Scotland
•Total global subsea market is currently around £50bn with estimated growth potential to £140bn by 2035.
•Scotland’s current market share is £7bn. (Driven by Oil & Gas)
0 10 20 30 40 50 60 70 80
Energy: Subsea
Energy: Offshore Wind
Energy: Wave & Tidal
Defence (Submarines)
Aquaculture
Deep Sea Mining (Minerals)
(£ Billion)
Potential 2035
2014
Our three main themes
Supporting the supply chain - Both in oil and gas and outwith – and at home and abroad
1
Increase innovation levels in the industry
2
Ensuring we have the right levels of infrastructure
3
1 Highlights – supporting the supply
chain
What we have done
Undertaken benchmarking study to
assess how Scotland compares to
other hubs
Identified priority international non- oil
gas markets
Kicked off (with Subsea UK) a
leadership programme to help develop
the next generation Of leaders
Directory of company subsea
capability
Coming down the line/future focus
Delivery plan for non oil and gas
priorities
Norway Pilot approach – understand
the opportunities there in more detail
Getting the directory online
Focus on most significant companies –
engagement with global leadership
team to anchor them in Scotland
2 Highlights – Innovation
What we have done
Nippon foundation relationship -
series of calls
Some significant individual projects
supported
Balmoral
TUV NEL
BHGE
Commissioned research onto future
technology trends
Coming down the line/future focus
Looking for the next Nippon
Potential SE innovation call focused on subsea
challenges with NSRI
Looking at technology ‘spread’ across sectors
Manufacturing 4.0 – seeking additional oil and
gas companies
Nippon/SE
Balmoral
TUV-NEL
BHGE
Highlights – Infrastructure
What we have done
Initially assessed test and demo
facilities and future needs
SE resource to help develop the
Underwater Innovation Hub (part of
the Oil and Gas sector deal)
Similar support to the Subsea
Centre of Excellence approach (RGU
– part of Aberdeen City Region
Deal)
Coming down the line/future focus
Helping to develop the UIH plan and
Subsea CoE ideas further
Energy Asset register
What we are
also doing
Developing a vision statement
Engaging with the Blue Economy agenda
Looking to see how other part of the world
do this
Seeking to develop a subsea campaign
approach – showcasing our approach
New marketing material etc
Engagement with the industry (including
today)
Key Messages
And we are getting great buy in and
interest from industry
We are already active in the sector –but want to
do more
And lots of opportunities for growth –
not just in oil and gas
Scotland is great at Subsea !
Panel Discussion: How can the Subsea Community help?
41
What are the main barriers to the contributing to improving the competitiveness of the UKCS?
What facilitators are available?
What next? What follow-up? Lunch & learns?
[email protected]#oilandgasuk
© 2016 The UK Oil and Gas Industry Association Limited, trading as Oil & Gas UK
