Asset Management Case

For a Large Australian energy group – 2 production platforms in the Irish Sea & London HQ

Issues/Project definition:

The business demonstrated an urgent need for a review of OPEX costs as lifting costs on 2 assets were considerably higher than at similar assets run by other operators. The business operated antiquated and inefficient business processes in maintenance & production to manage and control job allocation and follow up, materials flow, project and contractor management

Process description:

  • Needs, weaknesses and opportunities in maintenance & production departments were identified, documented and quantified and agreed across the client organisation.
  • Extensive action plans were prepared and GAP analyses and implementation plans were agreed and communicated.
  • New and improved forecasting, planning, capacity management and follow up processes were implemented with line and platform management.
  • Wrench time productivity & LEAN initiatives were implemented with maintenance personnel.

 

Project example : Asset Management

Industry : Scandinavian oil refinery ( owned by a “sister” )

Challenge : Profit optimisation needed due to significant overcapacity on the

European refinery scene

Results :

Reduction of production / process down time by 10 % due to improved alarm procedures and standardised ways of working across shifts

15 % reduction in operating costs per BOE processed due to the above combined with right sizing of crewing levels by shift and a world market price monitoring product mix model

Agreed strategic plan for expansion of 3rd party business consisting of 3 pillars :

1. Sale of excess energy to local community

2. Sale of sulphoric acid and other process by-products

3. Nordic knowledge sharing program

Large international energy group – 3 production platforms in Norway Asset

Management

Issues/Project definition:

The business demonstrated an urgent need for a review of OPEX costs and production

stability as lifting costs on 3 assets were varying significantly and on an increasing trend.

Process description:

Needs, weaknesses and opportunities in offshore and onshore maintenance &

production departments were identified, documented and quantified and agreed across

the client organisation.

A comprehensive management training programme was designed and completed.

New and improved planning, SCM, Capacity Management and Production Upset

processes were implemented with line and platform management. Wrench time

productivity & LEAN initiatives were implemented with maintenance personnel.

Benefits:

Within 8 weeks the assets were able to demonstrate significant more stabile production

rates which lead to production output increases between 2 – 5 %