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Sharing
Success
Our
improvements,
innovations
and ideas
WorleyParsons Improve Relationships
2013 International Edition
Welcome note from Randy Karren
Welcome to the international edition of
Sharing Success, the Improve Group’s annual
publication to share our ideas, innovations
and improvements across our business.
Welcome to the International edition of Sharing Success our
annual Improve publication, which showcases examples where
we have added value to our customers across our relationships.
It is important that we take the time to recognize the great work
we are doing as a team. Sharing Success does this by providing
examples of how we have come up with innovative and new ideas
that led to reduced costs for our customers.
Sharing Success highlights how we have exceeded on our
promise; it highlights how we have creatively delivered solutions
above and beyond expectations. In Improve the success of our
customers and striving to continuously improve our offering is
what drives us. Each of the on-site teams in this issue has taken
the time to analyze how they are delivering services and have
implemented ways to improve or append that offering.
Congratulations to the team at STOS. Thanks again for your
commitment and dedication to our successes.
Please continue to share your successes with the rest of the
Improve community. And I encourage you to submit any great
initiatives you have seen or been part of within an Improve
relationship. I hope you enjoy this edition of International Sharing
Success and hope to present you with more success stories in
future.
Randy Karren
Group Managing Director Improve
I am pleased to announce that the Shell Todd Oil Service (STOS)
team in Zealand is this year’s winner due to their exceptional
safety performance in having achieved a remarkable 5 million
work hours lost time incident (LTI) free and also achieved a
Total Recordable Case Frequency Rate (TRCFR) of zero. This
relationship has also achieved bankable maintenance savings of
AUD 6 million.
Publication Produced by
2
WorleyParsons Marketing & Research Group,
Australia
Sharing Success International Welcome note from Randy Karren
Editor
Kim Nguyen
Improve Marketing & Research
[email protected]
Contents
International Sharing Success Overall Winner 2013
4
Research and Development, Froth Treatment Solids Reduction
6
Milestone in Safety
7
Tall Stack Cathodic Protection System
8
Liquid Pitch Tank Cleaning and Heating System Replacement
9
Steam Turbine Overspeed Trip Retrofit
10
E1102 into Kerosene Service Project
12
Pressure Safety Valve Project
14
Planned Pohokura Shutdown Assurance Step
15
Complex Temperature and Stress Element: Failure Analysis and Redesign
17
Advanced Work Packaging
18
Silos C and D Refurbishment
19
Lilly’s Bridge Life Extension
20
Collaboration, Value Generation and Resulting Savings
22
New Benchmark Modular Design
23
Sharing Success International
3
Sharing Success Winner 2013
Improvement Journey, STOS
Customer
Shell Todd Oil Services Limited (STOS)
Name
Location
Shell Todd Facilities Integrated Services
Taranaki, New Zealand
What was the need?
Shell Todd Oil Services (STOS) produces about 70% of New
Zealand’s natural gas for their joint venture owners.
Through an evergreen Improve Relationship which began
in 1993, WorleyParsons provides engineering, construction,
procurement and maintenance services for all STOS facilities
employing a one-team, integrated approach with our customer.
The relationship includes pipeline and loadout facilities, three
offshore platforms, three onshore production stations, nine
remote well sites and three tank farms.
Safety and caring for the environment are the top priority for
STOS. The challenge for our customer on these facilities is
resource security, facility know-how and technical competence
in keeping with their safety and environmental focus.
What did we do?
We have a long standing relationship, deploying complete asset
management solutions to STOS. Working integratedly with our
customer, the contract team draws on existing WorleyParsons
joint ventures for support in the execution of this integrated
services contract. We employ global expertise from both parent
companies to support portfolio delivery and implementation.
The team operates offshore in the Taranaki Basin and onshore
around the Taranaki region. The maintenance teams comprise
of mechanical, instrument and electrical technicians as well as
scaffolders, riggers, insulators and painting crews. Construction
engineers provide support to customer managed maintenance
activities. Project teams include project managers/engineers,
designers, engineers, commissioning and project support staff
in addition to trade crews.
What was the outcome and
how much value did we add?
STOS has been established as a ‘Best in Class’ asset integrity
system, as assessed by Shell Global Solutions.
The customer’s facility has been benchmarked within Shell’s
Top 200 global contracts.
The team has achieved bankable maintenance savings of USD
6M since contract inception.
There has been an 80% HSE improvement since 1998. To date
our team has delivered over 5 million work hours since the
last lost time injury to the contract team, which includes 30+
subcontractor organisations. This performance highlights our
ability to work with our customers, contractors and vendors
in a consultative and collaborative way to deliver the Zero
Harm vision. The current Total Recordable Case Frequency
Rate (TRCFR) is 1.9 per million work hours. This is a significant
achievement on our journey towards Goal Zero.
Since 2010 the relationship, which includes 270+ contractors,
has reduced its TRCFR rate from 8.6 to 1.9 per million work
hours on a rolling 12 month basis and has recently achieved a
TRCFR of zero.
Who was involved?
Stephen Sandifer (Improve Relationship Manager) and the
WorleyParsons and STOS integrated team: John Pitman (STOS
Project Manager, Special Projects), Paul Taylor (Pohokura
Projects Manager), Phil Moore (STOS Manager of Projects/
Programme Change Manager) and Kerry Williamson (STOS
Maintenance Engineering and Project Delivery Manager).
What did we learn?
“
4
The team has achieved bankable
maintenance savings of USD 6M
since contract inception.
”
Sharing Success International Sharing Success Winner
HSE leadership and persistence can transform a team’s culture.
HSE ownership has become real throughout all levels of the
team with leadership becoming increasingly supportive, visible
and active in pursuit of Goal Zero and perfectly aligning with
STOS’ safety and environmental priorities.
During 2013, the integrated team celebrated an injury free period
of 270,000 work hours, showing each company’s ongoing level of
commitment toward operational HSE excellence.
Maui Production Station, image courtesy of Shell Todd Oil Services Limited
“We are proud of the improvements made within
this relationship and are working together with our
customer towards further improvements in keeping
our integrated team free from harm.”
- Steven Sandifer, STOS Relationship Manager
Sharing Success Winner Sharing Success International
5
Research and Development
Froth Treatment Solids Reduction
Customer
Syncrude Canada Limited
Name
Location
CoSyn
Fort McMurray, Canada
What was the need?
In late 2011, Syncrude Canada Ltd. concluded that excessive
erosion in their bitumen upgrading facilities was caused by
solids carry-over from their upstream Froth Treatment process.
An urgent solution was required to address this issue. The
prevention of unplanned downtime had the potential to provide
a significant yearly production increase.
What did we do?
In 2008, CoSyn Technology began providing engineering
services to support Syncrude’s Froth Treatment Research
and Development (R&D) program. In 2009, we completed a
technology situation appraisal report which identified high
speed disc centrifuge separation as a high priority research
area. By the end of 2011, just as the urgent need for improved
solids separation was recognized, we had completed three
years of technology development work which was capable of
solving this problem.
What was the outcome and
how much value did we add?
Retrofit conversions are underway for 34 disc centrifuges. One
plant conversion is complete, with the remaining conversions to
completed by the second quarter of 2014.
Syncrude management has signed off on a total project value
of $800M. This sum represents the cost savings of the new
solution over the old solution (approximately $195M) plus
the net present value (10yrs) of the production that this new
technology enabled.
Who was involved?
This program was a collaborative effort between Syncrude,
CoSyn Technology, and Alfa Laval.
Program Leadership:
Dan Bulbuc, P.Eng (SCL Program Manager)
Our solution was developed in two phases:
David Childs, P.Eng (CoSyn Program Manager)
Phase 1: We began pilot testing an advanced prototype disc
centrifuge based on all-new separation knowledge acquired
through vendor collaboration and computational fluid dynamics
(CFD) modeling. Pilot tests later demonstrated that the
improved prototype disc centrifuge was capable of solving the
solids carryover issue. The cost for replacing 34 machines was
estimated at $200M.
Peter Mundy (Alfa Laval Business Devevelopment Manager)
Phase 2: We recognized that we could develop a retrofit
package for SCL’s existing centrifuges with our newly
developed knowledge. Over the next 2 years, we developed,
installed, and tested a retrofit package in partnership with
the vendor. The overall cost of retrofit conversion was
approximately $5M (a 95% cost reduction compared to the
replacement option).
CoSyn R&D Team Members: Nesma Ansari, Jason Boodram,
Vahn Byma, Amanda Chapman, David Childs, Brandon Grant,
Mark Jamieson, Ted Kizior, Scott Leakey, Chad Nedohin, Mandy
Nickel, Steve Orser, Christine Engler-Cooper, Andrew Sell, Mike
Wagner, Marwyn Vernon, Adam Weir and Nima Yousefi
What did we learn?
• There is a tremendous opportunity to add value to our
Improve partners in the area of research and development
• Internal and external collaboration is key to troubleshooting
difficult problems
• Unexpected results provide an opportunity to develop new
knowledge and solutions
6
Sharing Success International Research and Development, Froth Treatment
Milestone in Safety
Customer
Vale Nouvelle Caledonie
Name
Location
Vale Nouvelle Caledonie, Integrated Services
Goro, New Caledonia
What was the need?
Safety is paramount in Vale’s large and complex operation in
Goro, New Caledonia. The site stretches over 22 hectares on
the Goro Plateau and extracts nickel from crushed ore slurry
by high pressure acid leaching. Ore is mined adjacent to the
refinery site and pumped to the refinery for processing. The
final nickel is shipped from the established port facilities at the
Bay of Prony adjacent to the refinery.
Transfield Services WorleyParsons New Caledonia (TSWNC)
workers deal every day with safety hazards such as vehicle
interactions, heat, pressure, chemicals, working at heights,
confined spaces and lifting objects. Add to all this the
complications of communications in French and English, and it
makes for a complex safety challenge.
What did we do?
Our team built a wide range of initiatives into daily operations
and encouraged practices to strengthen the site’s safety
culture. This included all team members taking five minutes to
stop and consider their work situations if there is any doubt or
concern about safety; ‘If in doubt, stop and ask!’.
Robust training programs including job-start, stop work
authorization cards, mandatory safety rules, a leadership
commitment program, skills development plans, internal
awareness training on specific risks and implementation of
safety processes were all delivered to workers on this site.
All workers were asked and encouraged to look out for one
another and actively promote a strong safety culture.
What was the outcome and
how much value did we add?
This high commitment to safety allowed TSWNC to reach the
equivalent of 500,000 work hours incident free.
As of June 2013, the TSWNC team at Vale Goro’s nickel refinery
in New-Caledonia achieved 19 months without a recordable
injury which meant zero medically treated injuries and zero lost
time injuries. They are currently on target to reach the next
goal of two years.
This milestone is proof that our management system is strong
and that we are building a safety culture within our teams. The
achievement is particularly impressive when considering the
challenging work conditions on site. The team is dedicated to
working hard to ensure these safety results continue.
Who was involved?
Christian Peytavin (General Manager) and Gilles Sennes
(HSER Manager, Vale). The team of 200 made up of 96% local
employees includes electrical, instrumentation and mechanical
trade people, together with supporting safety, quality, planning
and administrative staff. This number also includes three
local subcontractor companies for industrial maintenance and
scaffolding.
What did we learn?
Achieving such a result is not just an objective, but the first
step in achieving no injuries to anyone at any time.
Only a real safety commitment from the customer and our
people, inspired and encouraged from top management to
field operators can ensure this result. It is important that all
parties work together collaboratively. The strong commitment
and value coming from both sides and placed on safety is
responsible for this great result.
Left; Vale Goro New Caledonia site
Milestone in Safety Sharing Success International
7
Tall Stack Cathodic Protection System
Customer
Nyrstar Port Pirie
Name
Location
Nyrstar Port Pirie Alliance
Adelaide and Port Pirie, South Australia, Australia
What was the need?
During November this year, Anode Engineering mobilised to site
under the direction of the Nyrstar WorleyParsons Projects Alliance
(NWPA) to carry out repairs to the Tall Stack Cathodic Protection
system. This included the replacement of the existing anodes.
The Tall Stack is the main stack for the Port Pirie Site. Its function
is to remove fume and sulphur dioxide emissions from the Sinter
Plant, Refinery and Blast Furnace via the bag houses. The stack
is 203m in height and was commissioned in 1979. The Tall Stack
is constructed from reinforced concrete and is internally lined with
refractory bricks.
What did we do?
Supporting the stack is a reinforced concrete pile cap with 442
‘bare steel’ piles. These 24m long piles are protected from
corrosion by an ‘impressed current’ Cathodic Protection (CP)
system. The CP system consists of 28 anode boreholes (with 8
anodes per borehole and 24m in length), in which current and
voltage are controlled and adjusted by a rectifier. Also, as part of
the CP System, is a series of 7 monitoring boreholes containing
corrosion coupons and reference electrodes.
Corrosion of a metal is an electrochemical reaction between metal
and its environment, resulting in wastage of metal. In this case,
corrosion is from the steel pile buried in the soil which is exposed
to the corrosive salt water medium in the water table. Corrosion is
mitigated by utilising cathodic protection on the buried pile, which
is achieved by applying a direct current flowing in the opposite
direction to the original corrosion current flow, thus preventing the
natural tendency of the metal to react with its environment. The
impressed current CP system uses an external direct current power
source to provide the driving voltage for the protective current
between the pile and anode. The original system was installed at
the construction stage of the Tall Stack in the late 70’s.
8
Sharing Success International Tall Stack Cathodic Protection System
What was the outcome and
how much value did we add?
Anode Engineering, with the help of McMahons Services under
the direction of the Alliance team removed the remains of the old
anodes and replaced these with upgraded anodes that have an
expected life in excess of 25 yrs. This was done by pumping water
down the anode bores which in turn forces the carbon packing of
the anodes up and out of these bores. The new anodes were then
installed and packed in with a carbon packing. This system was
partially installed in 2013 and is to be completed in 2014.
Benefits that will be realized by the customer on completion of this
project are the longer life of their cathodic protection. The chlorine
extraction system has also been upgraded to help protect and
prolong the life of the anodes. The rectifier was replaced in order
to allow for a more reliable system. All these modifications and
upgrades will contribute to the tall stacks’ lifecycle.
Who was involved?
Dario Novak (Improve Relationship Manager) and the Nyrstar
alliance team.
What did we learn?
Chlorine extraction is critical to this project. The chlorine fan
impellers had failed to operate and were not noticed because the
motors continued to run. The corrosion of the fan impellers was
caused by chlorine fumes.
Liquid Pitch Tank Cleaning and Heating
System Replacement
Customer
Confidential
Name
Location
Confidential
Kitimat, British Columbia, Canada
What was the need?
The plant utilizes a Heat Transfer Medium (HTM) oil filled
coil for maintaining anode paste pitch in its liquid state. Over
time, and due to unintentional overheating, pitch becomes
coked onto and around the outside surface of the heating coil,
reducing the system’s heat transfer capability and negatively
impacting the vessel’s storage capacity of usable pitch. As a
result, each liquid pitch tank must be emptied and cleaned, the
cokified pitch disposed, and the HTM piping replaced on a 1015 year frequency in order to re-establish the desired process
conditions.
What did we do?
The WorleyParsons team was responsible for complete
Engineering, Procurement, and Construction Management
(EPCM) services for the mechanical cleaning of the tank,
cokified pitch disposal, and HTM piping replacement. We
designed HTM piping system improvements, prepared scope
of work and bid document packages, assisted the client in
the securing of contracts with suitable service providers, and
managed the construction according to the client’s contractor
management program through to completion.
What was the outcome and
how much value did we add?
Two tanks were cleaned with a total removal and disposal
mass of ~1700 MT of unusable cokified pitch, increasing
the tanks’ usable paste pitch inventory by approximately
19%. The replacement of the HTM heating coil allowed for
the reestablishment of the system temperature control, the
subsequent elimination of the pitch coking condition, and
a resultant reduction in the heating energy requirement by
~USD$80,000-$100,000 annually. During execution, weld
defects in the original tank construction were identified. The
WorleyParsons team quickly identified the concern, reviewed
the applicable codes, regulations and standards, and promptly
identified to the client the repair requirements, options and
a proposed execution strategy. As a result, the team was
awarded an additional contract to manage the non-destructive
examination and repair of the original tank welds to meet
requirements of the governing regulations.
Who was involved?
The WorleyParsons team included: Mel Gray (Improve Manager),
Chad Fournier (Project Manager), Luke Wardle (Project Manager)
and David Jens (Construction Coordinator).
What did we learn?
There were no HSE incidents on the project and the pitch was
disposed properly according to environmental requirements.
1)
1) Cut-out in Tank Wall and Removal of Cokified Pitch
2)
2) New Heater Coils Inside the Pitch Tank
Liquid Pitch Tank Cleaning Sharing Success International
9
Steam Turbine Overspeed Trip Retrofit
Customer
Syncrude Canada Limited
Name
Location
CoSyn
Fort McMurray, Canada
What was the need?
Who was involved?
Incidents had been reported globally where mechanical
overspeed trip systems failed during tests resulting in turbine
disintegration and causing casualties. Present industry practice
is to adopt new systems or update existing mechanical
systems to electronic overspeed trip system protection which
allow the overspeed trip tests to be performed at reduced
speeds, thus minimizing risks associated with trip testing.
The overall effort was led by CoSyn’s Gord Holowach. During
the evaluation/design phase he had strong support from
his Area Discipline Lead (ADL) – Bernie Laroucque, Jonathon
Lee for review of the hydraulic modeling, and Albert Lee
for process and the steady-state report. CoSyn’s piping and
structural groups were also actively involved in the alternative
evaluations and subsequent redesigns.
Syncrude required all steam turbines with mechanical
overspeed trip systems be upgraded to independent electronic
overspeed trip (IEOST) systems. The response time for the
overspeed protection system should meet the requirements
stipulated in American Petroleum Institute (API) Standard 612.
The replacement trip blocks were provided by a committed
vendor, without whose efforts, success would not have been
achieved.
Seven months prior to the 2012 turnaround, the Original
Equipment Manufacturer (OEM) of the turbines informed
CoSyn/Syncrude that the design of their new hydraulic trip
block could not meet the API requirement.
What did we do?
The CoSyn team carried out hydraulic modeling and issued
a complete study report validating the performance of the
selected non-OEM trip block. The entire effort of Material
Requisitions development, bid evaluation, selecting trip block
vendor, shop drawing review and inspection was led by the
CoSyn automation group and the balance of project integrated
team.
What was the outcome and
how much value did we add?
With the new design, CoSyn was able to comply with API
standards where the OEM could not meet the requirement with
their equipment and keep the original required on site date
meeting customer needs.
10
Sharing Success International Steam Turbine Overspeed Trip Retrofit
Syncrude’s integrated project team members (Production,
Technical and Maintenance) participated closely with the
Project Team providing promptly feedback and approval.
What did we learn?
Communicate with customers immediately when problems
surface. Align the Develop alternate solutions in advance to
mediate high risk elements. Think ‘outside the box’ when major
project problems arise to .
Steam Turbine Overspeed Trip Retrofit Sharing Success International
11
E1102 into Kerosene
Service Project
Customer
ExxonMobil (Mobil Refining Australia)
Name
Location
Mobil CME Alliance (Construction, Maintenance and Engineering)
Melbourne, Australia
What was the need?
Who was involved?
The Mobil Altona Refinery wanted to increase jet fuel
production to meet growing demand from Melbourne Airport.
Slade Davis (Project Executive), Alex Zeltsvas (Project
Manager), David Sinclair (Chief Mechanical Engineer),
Travis Milgate (Lead Mechanical Engineer), Scott Mansfield
(Mechanical Engineer), Greg Wittison (Lead Structural
Designer), Anil Verma (Lead Process Engineer), Aldo Madrusan
(Project Accountant), Lucas Young (Senior Piping Designer),
Eloise Gordon & Nadia Kosta (Senior Civil/Structural Engineer),
Lata Kompella (Senior Instrumentation & Control Engineer),
Kamal Gattu, Steve Maheras and Scott Pritchard (Construction
Management).
The customer identified that the E1102 (heat exchanger in the
Light Virgin Gas Oil [LVGO]) train) was underutilised and could
be used to alleviate a kerosene cooling constraint.
Implementing the project was estimated to enable a 20%
increase in jet fuel production.
What did we do?
The project commenced in January 2012 as a Fast Track High
Priority Project for Mobil.
Work included; heat exchanger configuration, thermal
performance of heat exchangers, flow balancing, hydraulics for
kerosene rundown, sampling point, provision for CSO valves,
HAZOP, instrument data sheets, waivers, installed stopples, and
pipe stress analysis.
Structural fireproofing was also required for each pipe support
and the team also designed and installed thermowells, a
temperature indicator and a temperature transmitter.
Stopples and hot tap was conducted by Furmanite Australia
and spring supports were supplied by Tyco and manufactured
in Germany.
What was the outcome and
how much value did we add?
The E1102 was successfully commissioned within 11 months
and was 15% under budget with a Total Installed Cost of
AUD1.2 million.
The team delivered a flawless execution and commissioning
with no personal injuries or process safety issues.
12
Sharing Success International E1102 into Kerosene Service Project
What did we learn?
The team ensured that weekly engineering design and
construction progress meetings were held. These were
arranged by WorleyParsons and approved by Mobil. With the
time spent together the team developed a strong bond and a
clear understanding of the task at hand. This was particularly
evident between the WorleyParsons project manager/Mobil
Project Executive/Transfield Construction team.
WorleyParsons engineering coordinated work to provide
continuity between disciplines and supported each other to
complete the work in the dedicated timeframe.
Main: 2-Crude Distllation Unit, Insert: Hot tap installation arrangement
E1102 into Kerosene Service Project Sharing Success International
13
Pressure Safety Valve Project
Customer
Syncrude Canada Limited
Name
Location
CoSyn
Fort McMurray, Canada
What was the need?
Four months prior to a unit commissioning, Syncrude
recognized the need of an additional large size pressure safety
valve (PSV) that would take months to procure. There were
also schedule and construction challenges due to the plant
commissioning date and space availability.
We quickly confirmed the stakeholder’s business need;
reconfirmed/reduced the relief load to use a smaller PSV
and produced procurement (Material Requisition), six IFC
Engineering Work Packages, and an ABSA (Alberta Boilers
Safety Association) registration package combining the scopes
of the balance of the project.
CoSyn mobilized a multiple disciplines team from both site and
home offices working seamlessly with Syncrude stakeholders
(project management, construction, operation and technical)
and third party stakeholders (PSV vendors and ABSA
Regulatory) in planning, review and approval for the proposed
solution.
Customer Feedback:
• Reduced total installation cost by re-routing the piping to
avoid platform modification
• Eliminated a complex field weld by re-routing the PSV inlet
line. This eliminated a construction risk
• Reduced relief load by working with Operation seamlessly.
This resulted in a smaller PSV for schedule and
constructability improvement
• Combining the ABSA packages to include the scope from
the project streamlined the application/approval process
Who was involved?
The CoSyn team members included process, structure, piping
engineer, piping, electrical and automation. The Customer team
members included project management, operation, process
engineer and construction specialist. The PSV vendor and ABSA
approved this modification.
On behalf of the Management Team,
thank you for the rapid response
and deployment of engineering
resources to expedite engineering to
protect the plant from overpressure…
What did we learn?
Thank you for CoSyn’s support in this
Holiday Season when many are also
focused on time with family.
• Prompt feedback from vendor, field, operation, and
construction
”
14
Syncrude completed the commissioning and returned to
operation on time to meet the schedule. CoSyn did not receive
any Request For Information (RFIs) during construction.
Project Innovations/Value Creation:
What did we do?
“
What was the outcome and
how much value did we add?
Sharing Success International Pressure Safety Valve Project
The essential factors required to execute any project,
especially in this case are:
• Identify key stakeholders and keep them engaged and
focused on priority
• Fast tracking but not by-passing any process/quality step
• The right mixed of experience and knowledge resources
• To communicate timely and efficiently
Planned Pohokura Shutdown Assurance Steps
Customer
Shell Exploration New Zealand Limited (SENZL)
Name
Location
Pohokura Shutdown
Northern Taranaki, New Zealand
What was the need?
Partial or total shutdowns are always carefully planned to make
sure all necessary projects and actions are strictly delivered within
the shutdown timeframe. Shell Exploration New Zealand Limited
(SENZL) was preparing for a planned, full plant shutdown. As
part of this planning, our customer needed to ensure absolute
integrity in documentation and flow-of-work for their Pohokura
hydrocarbons processing plant at all times.
SENZL required a process to coordinate the preparation and
execution phases of a 26,000 work hour, 14 day, 24/7 shutdown
at Pohokura.
Pohokura, in Northern Taranaki is New Zealand’s largest natural
gas resource producing about 40% of the country’s natural gas and
a significant quantity of condensate. SENZL operates the field and
makes safety and caring for the environment their first priority on
behalf of joint venture partners.
What did we do?
Our people worked integratedly with SENZL to develop innovative
tools to effectively manage the preparation and execution
planning phases of this full plant shutdown. Our team knows most
systems work best if kept simple rather than complex. With that
in mind they generated a visible colour coded gated work pack
system to hold all work documentation. Each workpack would only
move to the next coloured gate after successful completion of the
current stage.
Along with this, an Andon (visual signal) board, typically used in
manufacturing was used. This recorded agreed actions for the day/
week and provided everybody with an overview of the project.
At a glance you would see the status of work and any issues
flagged. Visual boards were also adopted in the pre-works and
execution of events on site. Contractors were bought in early so
they understood the process and work to be undertaken during the
execution phase.
1)
1) Pre-shutdown Andon
What was the outcome and
how much value did we add?
The customer’s plant was brought back on line 20 hours ahead of
schedule despite losing two days due to bad weather. Collaboration
of the process and tools between the customer, shutdown planning
team and contractors were very positive. The shutdown planning
was carried out by a smaller team than previous shutdowns and
this engaged team provided a positive culture to the process when
moving into the execution phase.
The use of visual tools meant the contractor workforce was
accountable and engaged in the process. All KPIs (HSE, schedule,
quality, cost) were met, making for very happy customer and
contractor workforce. These learnings have since been distributed
into other areas of the business.
Who was involved?
John McDonald (SENZL Pohokura Tank Farms Activity Manager)
Paul Brown (SENZL Pohokura Operations Engineer), Craig Moles
(Shutdown Coordinator), Duncan Fraser (Maintenance Supervisor),
Duncan Scott, (Senior Mechanical Engineer), Phil Smith, (Shutdown
Manager Pohokura) and Mark Newsome (Construction Manager).
What did we learn?
Communication is key and having everything visible for all to see
meant there was no hiding; accountability and ownership of tasks
and activities set was very empowering to all involved. The team
culture was established during the planning phase, which moved
straight into the pre-shutdown and execution works.
Structured pre-shutdown planning meant all permits and Job
Hazard Asssessments were reviewed by SENZL’s operations
department. This enabled additional checks and balances to take
place pre-shutdown, reducing risk during execution. Visual boards
were placed at the work front so the day’s activities could be
discussed between all contractors making it possible for conflicts
to be resolved before the work was started.
2)
3)
2) Pre-shutdown Gated Board
3) Execution Gated Board
Planned Pohokura Shutdown Assurance Steps Sharing Success International
15
Model of the tubesheet, vendor design weight and tube friction
16
Sharing Success International Complex Termperature and Stress Element
Complex Temperature and Stress
Element: Failure Analysis and Redesign
Customer
Syncrude Canada Limited
Name
Location
CoSyn
Fort McMurray, Canada
What was the need?
During a turnaround on the Syncrudes CO boilers, four
intermediate tubesheets had failed (as seen in the photograph
below). WorleyParsons CoSyn office (an Improve alliance with
Syncrude) was requested to lead the analysis to determine a
root cause of the failure, select proper material for the new
tubesheets and coordinate the redesign of a new tubesheet
capable of withstanding the harsh temperature and stress
conditions found inside the boilers to be installed during the
next scheduled maintenance outage
What did we do?
CoSyn’s Advanced Analysis Group (AAG) paired up with the
AAG in Melbourne, Australia to study the failure more closely.
These AAG teams worked together in creating models (Finite
Element Analysis and Solid) of the tube supports which could
simulate the as-found conditions leading to the root cause of
the failures. The team then worked together to create a new
tube support design which significantly increase the design
life of the tube supports. In parallel, CoSyn selected a foundry
that could produce castings of the required size and metallurgy,
and coordinated the reviews with Syncrude and the foundry to
ensure quality castings of the new designs.
What was the outcome and
how much value did we add?
During the next maintenance outage, the old tubesheets were
replaced with the newly designed tubesheets. The boilers were
commissioned, started up and have been running successfully
in last 30 months without any sign of failure.
WorleyParsons CoSyn delivered tremendous value to
Syncrude’s operational reliability by identifying the root cause
of the failure and addressing the root cause when redesigning
the tubesheets to minimize failure in the future.
Who was involved?
Syncrude, CoSyn AAG and the Melbourne AAG
What did we learn?
It is imperative for complex and technically challenging
projects such as this one that the root cause of the failure is
determined, verified and even re-verified. It is also necessary
to recognize the need and reach out to the vast resources
available in the WorleyParsons organization to get the
expertise required to complete the task at hand. Last but
not least, coordination and communication are keys to the
success. Coordinating the expertise and resources across two
organizations and three offices is just as critical to the success
of the project as was the technical details of the failure
analysis and redesign.
Complex Termperature and Stress Element Sharing Success International
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Advanced Work Packaging
Customer
Syncrude Canada Limited
Name
Location
CoSyn
Fort McMurray, Canada
What was the need?
The CoSyn Engineering Alliance has been in place for 22
years. We provide Engineering, Procurement and Construction
Supervision services. The Engineering teams provide
construction/execution with Engineering Work Packages for
implementation in the field.
Last year, our client requested that we propose how to supply/
support Construction Work Packages (CWP) to enable better
planning for workface activities. This package provides
additional information that supports the execution contractor’s
foreman and planners.
What did we do?
CoSyn Technology assessed all the different stakeholder needs
(major projects, base plant projects and maintenance) and
leveraged WorleyParsons Global templates and processes to
suggest a solution to Syncrude. Testing of the process flows
and deliverable template was completed on a ‘pilot’ project and
now is being supported to roll out on all work.
Strong support was needed from the Project Development
and Executions Manager and Site Construction Manager to
keep the proposal alive, as it represented an atypical decision
requirement from the client. Patience, coupled with a credible
plan and diligent testing, won out and the CWP is now being
incorporated as a standard deliverable.
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Sharing Success International Advanced Work Packaging
What was the outcome and
how much value did we add?
We are now staffing a Home Office Construction Team that
will deliver the CWP’s by leveraging the projects Engineering
Discipline Teams. This approach leverages strong constructor
sense with Engineering know-how to help provide a better
integrated solution.
Our ability to support the client in the area of “non-core
engineering services” has been well received. Even as the
home office construction work moves forward into full scale
production, the team is expected to grow substantially to
provide all teams with the necessary packages for delivery to
execution.
Who was involved?
Joe Hobbs (Administration Department Head) and Joseph
Alexandrovitch (Senior Estimator for Project Controls).
What did we learn?
By providing additional information to help the constructor
perform their tasks saves the dollars in the field (the largest
expenditures occur at this time). We are able to provide
an additional level of understanding of their work to our
Engineering and Design staff while engaging the execution
contractor earlier to leverage their in field know-how. A true
win/win for the all involved.
Silos C and D Refurbishment
Customer
Confidential
Name
Location
Confidential
British Columbia, Canada
1)
2)
3)
1) Material accumulated at the bottom of the silos, 2) Finalizing installation of new sloped floor and airslides inside silo 3) Nine storage silos
What was the need?
Over the 50 year+ lifetime of the silo, hardened material
had accumulated in the bottom of the 9 x 10,000 Mt Silos,
substantially reducing their effective storage capacity. To
support future feed requirements, the silos needed to be
upgraded to eliminate the dead storage capacity.
What did we do?
The WorleyParsons team was responsible for Engineering,
Procurement, and Construction Management (EPCM) services
for the design and installation of an improved material
withdrawal system including new sloped floors and a doubling
of the number of airslides. We assisted the customer’s
procurement department with securing contracts with
suitable service providers and then managed the cleaning
and construction according to the customer’s contractor
management program. We worked closely with the customer’s
teams to recycle as much flowable material back into the
process as possible, which significantly reduced the amount of
non-flowing material for disposal.
What was the outcome and
how much value did we add?
Silos C and D were returned to full operating capacity with a
25% increase in the material discharge rate (200 to 250 Mtph).
Of the 6,200 Mt of material removed from the two silos, 4,700
Mt was returned to the product stream for production, which
represents an added value of approximately USD 1M to our
customer.
There were no lost time safety incidents on the project and
the unusable material was disposed properly according to
environmental requirements.
Who was involved?
The WorleyParsons team included Mel Gray (Improve Manager),
Tony Padley (Project Manager), and Rick Reinert (Construction
Coordinator).
What did we learn?
Our ability to coordinate effectively with our customer’s
Operations and Environmental groups was instrumental in
optimizing the quantity of material returned to the process.
This added significant extra value to our customer and the
methodology developed will be applied to the next three silos.
Silos C and D Refurbishment Sharing Success International
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Lilly’s Bridge Life Extension
Customer
Boyne Smelter Ltd (BSL)
Name
Location
BSL Improve
Boyne Island, Queensland, Australia
What was the need?
The support piles for Lilly’s Bridge at BSL Haul Road were
significantly corroded on the sections exposed to the tides.
Lilly’s Bridge mainly carries haul road trucks for metal delivery
to wharf and also pitch tankers. The bridge also carries the
site’s natural gas line, the haul road conveyor system and
various data and communication cables.
Lilly’s Bridge is a critical infrastructure asset in BSL’s logistics
chain. For BSL to continue operations, it was essential for the
team to refurbish the heavily corroded piles that supported the
bridge. Should the bridge structure fall into disrepair or fail, it
would severely impact haul road traffic and services.
The project team needed to devise a solution that allowed for
the sleeving of piles by welding reinforcing steel plates and
other options to be considered during pre-feasibility state that
required high capital investment.
What did we do?
After researching a number of the pontoon walkways used in
marinas across Australia, Syed Quadri and his team designed
a purpose built flotation platform. This flotation platform was
designed to give workers a stable area to work which was
secured and wrapped around two steel piles at a time, giving
workers two work fronts. The design also allowed for the
movement of the platform based on tidal changes.
The estimated costs of this option, including the welding of
reinforced steel plates, were AUD 195,000 representing a
saving in excess of AUD 1 million relative to the other options.
The secondary benefit realised was the use of the flotation
platform to fix the deteriorating outer (cathodic) protection
layer, and other associated infrastructure, which otherwise
would have cost an estimated AUD 20,000 - 30,000.
What was the outcome and
how much value did we add?
The successful delivery of this project has extended the life of
the bridge by 15 years. This preventative action has eliminated
the risk of the bridge becoming unfit for use, with only low
cost repairs now needed to strengthen the bridge to its original
design. Furthermore, it has avoided BSL having to reduce
the maximum axle load on the road truck which would have
impacted on their metal transportation. Additional repair costs
on the bridge beams and headstocks have been eliminated.
Also, BSL now has a maintenance flotation platform for future
pile inspections and maintenance works.
Overall, BSL saved AUD 640,000 in 2013 based on
downgrading of the bridge capacity.
Who was involved?
Syed Quadri (Project Engineer) and Duncan Moorhouse
(Designer).
What did we learn?
It was possible to deliver good value for money to the
customer through innovation and research. Without meticulous
planning and knowledge of tidal impacts, it would not have
been possible to deliver the project within budget and on
schedule. Though the work was done at low cost, the safety
factors in design were paramount during the detail design
phase.
Lilly’s Bridge Floatation Platform, Conceptual Design
20
Sharing Success International Lilly’s Bridge Life Extension
Lilly’s Bridge Life Extension Sharing Success International
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Collaboration, Value Generation and
Resulting Savings
Customer
Confidential
Name
Location
General Engineering Services Agreement
Bahrain
What was the need?
WorleyParsons has been supporting a key customer in the
Kingdom of Bahrain since 2010. The customer has been
implementing a plan for significant redevelopment of existing
assets to increase oil and gas production. WorleyParsons has
supported the redevelopment works through provision of a
variety of services including Project Management, Engineering,
Project Controls, Procurement and Construction and
Commissioning both in the WorleyParsons office and within the
customer’s own site office.
WorleyParsons provided a team of experienced Project Controls
and Construction personnel to support the management of
construction contractors including review of changes notices
and claims associated with a variety of projects across related
to the redevelopment program.
What did we do?
The WorleyParsons site based team worked with the customer
Contracts, Controls and Construction groups as well as liaised
directly with relevant contractors to support the review and
processing approval of contractor changes notices and claims.
Using a proactive approach including audits, field inspections,
WorleyParsons database review, contract review, close
collaboration and detailed evaluation the WorleyParsons team
was able to objectively review and negotiate several contractor
claims to acceptable levels. The approach by the WorleyParsons
team members led to revision of quantities and overall claim
values in areas including but not limited to:
• Civil cut and fill and site grading
• Non-Destructive Testing and site grading works.
• New pipeline installations
• Compressor Station Modifications
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Sharing Success International Collaboration, Value Generation
What was the outcome and
how much value did we add?
On behalf of the customer the WorleyParsons site team was
able to objectively substantiate and negotiate major reductions
in several key construction contract claims. From the period
April 2012 to May 2013 savings of over USD8 million had been
delivered.
Who was involved?
The following WorleyParsons personnel were involved in
conducting the claim processing and reviews and quantifying
them for reviewing and approval with the customer. Darryl
Duell (Improve Contract Manager), Florian Ionescu (Construction
Superintendent), Dennis Richardson (Estimating Manager),
Ireneo Camina (QS) and Seeni Shuraik (Sr Cost Controller).
What did we learn?
Opportunities and savings for customers can come from a
variety of areas of the WorleyParsons business and not just
traditional project management and engineering areas.
The collaborative involvement of team members from several
areas including construction, estimating, QS and cost control
enabled a more detailed, thorough, accurate and objective
approach to the claims review and negotiation process.
The strong regional and local knowledge and experience of the
WorleyParsons team assisted greatly with the accurate review
of the claims being processed.
The close proximity of the team to the customer, contractors
and construction sites not only enabled open and
communication but also assisted in detailed understanding of
site constraints and conditions relevant to the objective review
of the claims.
New Benchmark Modular Design
Customer
Shell
Name
Location
EP/EPCM Onshore Americas Enterprise Framework Agreement
Canada
What was the need?
A Shell Generation 2 Gas Plant that had been designed and
was under construction had a Total Installed Cost that trended
towards ‘beyond the rule-of-thumb costs’ for a facility of its
throughput. This would make this plant far more costly than
would be sustainable given the economics of gas production and
transportation.
The Generation 2 Gas Plant needed to be built to undertake
intensive development of gas reserves in the same area over
the next decade. Shell turned to WorleyParsons to provide a
design and execution plan that would cost less than the industry
standard and which could be used as a template by Shell locally
and globally. WorleyParsons’ scope of work included conceptual
engineering, an optimized plot plan, execution plan emphasizing
modularization and a cost estimate, all using good practice and
WorleyParsons standards. As cost reduction and safety were
key drivers, reducing the on-site construction workload was
important.
The next step will be a gap analysis referencing those standards
and some discussion with Shell around some of their current
standards.
What did we do?
We worked collaboratively with Shell, first to understand their
full business drivers, then to maintain the proper context for
alternatives and solutions for the current state of the plant.
We relied on our internal expertise for process design, layout
and construction planning. Working together, our leads looked
to optimize the big picture, including process and maintenance
requirements, keep the footprint of the finished plant to a
minimum and ensure simple access for placing modules during
construction.
We took into account heavy lifts, seasonal restrictions on
transportation of heavy loads, and the need for a contracting
plan. With our scope and execution plan optimized, we prepared
a +25% -15% cost estimate and Level 3 schedule.
What was the outcome and how
much value did we add?
Our resulting design and execution plan beat the USD$200
million industry benchmark for conventional gas design by
more than 10% and undercut the existing project by 65%.
Our plot plan uses 40% of the space of the current plant. Our
modularization approach moved 45%of normal site hours to
module yards, improving cost, schedule, quality and safety.
The fact that the process, layout and construction innovations
happened together greatly increased the odds of them being
successfully implemented.
The delivery of our front end work cost less than Shell had
approved, with our Select+ team coming in under budget.
Who was involved?
The Select+ Team. Special mentions goes to John Foxcroft for
Process Design, Bill Spaagaren for Plot Plan, Brian Scott for
Construction and Derek Raughton (Improve Contract Manager).
What did we learn?
It is important to work with the customer to understand the
true business needs that are behind the customer’s request for
services. Had we run with what we first understood, we would
have been aiming for the wrong target.
Collaboration is very important, not only to generate better
ideas, but to improve the survivability of new ideas once they
have to be introduced to a broader group. This is true for work
within the project team (eg customer representatives, process,
layout and construction) and between the integrated team and
the customers’ arms-length organization.
Having a customer who genuinely encourages a challenge to
standard practices is an excellent opportunity for fresh thinking.
Left: Gas plant
New Benchmark Modular Design Sharing Success International
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Sharing Success
International Edition, 2013
If you have an idea, innovation or achievement you would
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please contact: [email protected]