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Replace with presenters logo Shell Global Solution Flawless Project Delivery Program Wolfgang PROBST, Shell Global Solutions
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presenters
logo
Shell Global Solution
Flawless Project Delivery Program
Wolfgang PROBST, Shell Global Solutions - Malaysia
Replace with presenters logo Agenda 1.) Introduction of the Presenter 2.) What is Flawless – What
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presenters
logo
Agenda
1.) Introduction of the Presenter
2.) What is Flawless – What are Flaws ?
3.) Consequences – What can go wrong ?
4.) Typical Flaws
5.) When to do What - Front-End-Loading?
6.) Plant Performance – Typical vs. Flawless
7.) Implementation Sequence
8.) How to start – The 11 Q’s
9.) Flawlist Methodology
10.) Generic Flawless Delivery Road Map
11.)Elements of Q-Assurance Plan
12.)Q-Captains Action
13.) Generic Q-Captain Road Map
14.) Flawless Delivery Q-Assurance Tool
15.) Conclusion
16.) Where it went right
17.) Sakhalin Energy – as an example
© Transfield Worley Services 2009
2
Replace with presenters logo Introduction of Presenter Introduction of the Presenter: Wolfgang PROBST Shell Global Solutions
Replace with
presenters
logo
Introduction of Presenter
Introduction of the Presenter:
Wolfgang PROBST
Shell Global Solutions (Malaysia ) Snd.Bhd. – Kuala Lumpur
Operations and Asset Management Consultant
© Transfield Worley Services 2009
3
Replace with presenters logo What is Flawless ? – What are Flaws ? Identify Identify Assess
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presenters
logo
What is Flawless ? – What are Flaws ?
Identify
Identify
Assess
Assess
Develop
Develop
Flaws
Flaws
Risk
Risk
Mitigation
Mitigation
Recovery
Recovery
Barriers
Barriers
measures
measures
All projects have “flaws” (Organisation, People, Assets)
Most flaws present themselves in Start-Up Phase (on critical path)
Many flaws are similar and repeats of other projects
The effect of flaws results in
Culmination of delays
Increased risk for failures with high severity impact
loss of production, HSE, business, reputation
© Transfield Worley Services 2009
4
Replace with presenters logo Consequences – What can go wrong: Avoiding problems: Chemicals complex, cleanliness problems
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presenters
logo
Consequences – What can go wrong:
Avoiding problems:
Chemicals complex, cleanliness problems – rework and production losses >$30 million
Chemicals complex, prototype effluent water handling – repairs
($3 million), production loss >$20 million and additional operating costs (> $2 million per
month)
Refinery, start-up delays caused by instrumentation problems – production losses >>$60
million
Refinery, inadequate cleaning followed by wrong preservation – rework and production losses
(delay) worth >$100 million
Improving on performance:
In addition: Structuring the work-processes: time-saving typically more than one month, worth
>30 million US$
© Transfield Worley Services 2009
5
Replace with presenters logo Typical Flaws: Leaking flanges/valves, gasket failures, wrong or no gaskets, misaligned flanges,
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presenters
logo
Typical Flaws:
Leaking flanges/valves, gasket failures, wrong or no gaskets, misaligned flanges,
cross contamination of liquids,
Blocked fine bores… filters, burner tips, instrument tappings catalyst beds,
Non functional systems, equipment, instrumentation, components
Poor or in-operability of systems, equipment….many alarms, trips etc
Incidents with HSE consequences
Non recognition of new technology, new equipment, new components
Non recognition of complex systems requiring significant organisational input etc
Lack of sequenced testing of components, equipment systems, units
Inexperienced organisation or inexperience on new unit/system/equipment
© Transfield Worley Services 2009
6
Replace with presenters logo When to do What … .. Front-End-Loading: Scout/BOD/BDP PS EPC CSU PS
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presenters
logo
When to do What …
..
Front-End-Loading:
Scout/BOD/BDP
PS
EPC
CSU
PS
Det Eng/Proc/Constr
Comm/SU
45%
10%
40%
5%
More than 50% of flaws originate from the development phases .
Resolution clearly requires back integration of these flaws into
early project phases….lessons learned.
Clearly if these flaws remain until last project phases then
significant delay and cost will be the result.
© Transfield Worley Services 2009
7
Replace with presenters logo When to do What … .. Front-End-Loading: 100% 100% Influence over cost
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presenters
logo
When to do What …
..
Front-End-Loading:
100%
100%
Influence
over cost
Cost of
changes
OIP/FPD OIP/FPD focus focus needed needed in in
the the project project phases phases with with
highest highest influence influence and and
impact impact
Scouting
BOD/BDP
BDEP/PS
EPC
CSU
Progress
© Transfield Worley Services 2009
8
Replace with presenters logo When to do What … .. Front-End-Loading: 5% costs 95% costs SCOUTING
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presenters
logo
When to do What …
..
Front-End-Loading:
5% costs
95% costs
SCOUTING
FRONT-END DEVELOPMENT
VALUE
REALISATION
SCOUTING
BOD/BDP
BDEP/PS
EPC
CSU
Good execution
A
Good definition
Poor execution
B
B
Good execution
C
Poor definition
Poor execution
D
A
Good project definition and execution
Good project definition and poor project execution
C
Poor project definition and good project execution
B
D
Poor project definition and poor project execution
© Transfield Worley Services 2009
9
Value
Replace with presenters logo Plant Performance – Typical vs. Flawless “Target date for production” Flawless Project
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presenters
logo
Plant Performance – Typical vs. Flawless
“Target date for production”
Flawless Project Delivery and Operation
Reputation
Reputation
HSE
HSE
$$$
$$$
Typical Plant
Performance
Curve over time
CSU - first year(s) of operation
© Transfield Worley Services 2009
10
Plant Performance
Replace with presenters logo Implementation Sequence: Scouting 1. Introduce Flawless in owner org. (Identify / Assess)
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presenters
logo
Implementation Sequence:
Scouting
1. Introduce Flawless in owner org.
(Identify
/ Assess)
FED1
2.
Roll out Flawless in owner & FEED contr org.
(Select)
FED 2/3 (Early
Define - Define)
3.
Roll out Flawless in owner & FEED contr org.
Detailed Eng.
4.
Roll out Flawless in E&P Organisation
(Execute)
Procurement
5.
Roll out Flawless in Procurement
(Execute)
Construction
6.
Roll out Flawless in Construction
(Execute)
Commissioning &
SU (Operate)
7.
Execute Flawless in Commissioning & SU
© Transfield Worley Services 2009
11
Replace with presenters logo How to start …… The 11 Q’s Business Controls Tightness Cleanliness Integrity
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presenters
logo
How to start …… The 11 Q’s
Business Controls
Tightness
Cleanliness
Integrity
Operability & Maint
HSE in transition
Novelty
Complexity
Testing
Competency&Experience
Coinciding Events
Information & Data
© Transfield Worley Services 2009
12
Schedule, Project management
Asset Related
KPI
Structure
R&R
Comp.
Info
Data
Replace with presenters logo Flawlist - Methodology? Business Controls Business Controls Business Controls Identify Identify Assess
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presenters
logo
Flawlist - Methodology?
Business Controls
Business Controls
Business Controls
Identify
Identify
Assess
Assess
Develop
Develop
#
Source
Potential
Root
Risk
Project
Mitigation
Status
Flaws
Flaws
Risk
Risk
Mitigation
Mitigation
Flaw
Cause
Level
Phase
***
######
######
######
###### ######
######
######
***
######
#############
######
######
######
#############
######
***
#####
######
########### ######### ######
######
###
***
######
#############
######
######
############# #############
######
Tightness
Tightness
Tightness
***
####
##########
######
######### ######
######
######
***
#######
######
######
######
############# ######
##
Cleanliness
Cleanliness
Cleanliness
***
####
#############
########### ######
######
######
######
***
#######
######
######
#############
#############
######
Integrity
Integrity
Integrity
Recovery
Recovery
***
###
#############
######
###### ######
######
##
***
#######
######
######
######### ######
#############
######
Barriers
Barriers
***
###
#############
###########
######
############# ######
##
Operability & Maint
Operability & Maint
Operability & Maint
measures
measures
***
########
######
######
###### ######
######
######
***
######
#############
######
######
############# #############
######
HSE in transition
HSE in transition
HSE in transition
***
####
##########
######
######### ######
######
######
***
#######
######
######
######
############# ######
##
Novelty
Novelty
Novelty
***
####
#############
########### ######
######
######
######
Categorise flaws per Key
Success Area and Project
phase occurrence.
***
#######
######
######
#############
#############
######
Complexity
Complexity
Complexity
***
######
#############
######
######
############# #############
######
***
####
##########
######
######### ######
######
######
***
#######
######
######
######
############# ######
##
Testing
Testing
Testing
***
####
#############
########### ######
######
######
######
***
#######
######
######
#############
#############
######
Competency&Experience
Competency&Experience
Competency&Experience
***
######
#############
######
######
############# #############
######
***
####
##########
######
######### ######
######
######
Coinciding Events
Coinciding Events
Coinciding Events
***
#######
######
######
######
############# ######
##
***
####
#############
########### ######
######
######
######
***
#######
######
######
#############
#############
######
Information && Data
Information & Data
Information
Information & Data
Data
Establish project specific flaw
database
(based on
SGSI Flaw register + own
Lessons Learned).
Consequences
Consequences
Increasing likelihood
Increasing likelihood
A
A
B
B
C
C
D
D
E
E
Never
Never
Heard of in
Heard of in
Has
Has
Has
Has
Has
Has
heard of in
heard of in
the Industry
the Industry
happened in
happened in
happened at
happened at
happened
happened
the Industry
the Industry
the
the
the Location
the Location
more than
more than
Organisation
Organisation
or more than
or more than
once per
once per
or more than
or more than
once per
once per
year at the
year at the
once per
once per
year in the
year in the
Location
Location
Prioritise
year in the
year in the
Organisation
Organisation
Industry
Industry
No injury or
No injury or
No
No
No effect
No effect
No
No
0
0
health
health
damage
damage
impact
impact
effect
effect
Slight injury
Slight injury
Slight
Slight
Slight
Slight
Slight
Slight
using risk
1
1
or health
or health
damage
damage
effect
effect
impact
impact
effect
effect
Minor injury
Minor injury
Minor
Minor
Minor
Minor
Minor
Minor
2
2
or health
or health
damage
damage
effect
effect
impact
impact
effect
effect
Major injury
Major injury
Moderate
Moderate
Moderate
Moderate
Moderate
Moderate
3
3
or health
or health
damage
damage
effect
effect
impact
impact
matrix
effect
effect
PTD or up
PTD or up
Major
Major
Major
Major
Major
Major
4
4
to 3
to 3
damage
damage
effect
effect
impact
impact
fatalities
fatalities
More than
More than
Massive
Massive
Massive
Massive
Massive
Massive
5
5
3
3
fatalities
fatalities
damage
damage
effect
effect
impact
impact
Develop mitigating actions (Barriers & Recovery measures)
© Transfield Worley Services 2009
13
Schedule, Project management
Schedule, Project management
Schedule, Project management
Asset Related
Asset Related
Asset Related
KPI
KPI
Structure
Structure
Structure
R&R
R&R
R&R
Comp.
Comp.
Comp.
Info
Info
Info
Data
Data
Data
Sever ti y
Peop el
A s es t s
En vi r
mno
ne t
Reputation
Replace with presenters logo Generic Flawless Delivery Road Map: Key Performance Area’s KPI’s, “Cook-book”. Generic Flaws
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presenters
logo
Generic Flawless Delivery Road Map:
Key Performance Area’s
KPI’s, “Cook-book”.
Generic Flaws listing
Novelty/Complexity workshops
Mitigation Plans, Q-cases
Agree Operations,
Maintenance and
CSU philosophy’s
Set /Agree
Organise
Identify risks
Performance
Mitigation or
& Flaws
Expectations
Back-up
Best Practices (e.g.
Systemisation),
Lead indicators
Health checks,
Measurement Tools.
Apply
Correct
Practices
and
Worth
Improve
replicating
Track
Implementation
on measures
taken
© Transfield Worley Services 2009
14
Replace with presenters logo Elements of the Q Assurance Plan: Flawless Start-up policy Strategy Improve Operations
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presenters
logo
Elements of the Q Assurance Plan:
Flawless Start-up policy
Strategy
Improve
Operations Implementation Planning
policy & objectives
next project
Key success areas 11 Q’s
Project objectives and targets
Organise
Correct
Key Quality Area - KPI
Set standards
Organisational structure
Clear R&R
Prepare
Competence, Experience, Training
Documentation and its control
Control
Monitor
Task breakdown (procedur es/work instructions)
preparations
Job aids, checklists, critical tools and information
QA/QC controls and measurement points
Execute
Test protocols
plans
Test and inspection points (number of tests
and inspections per item, sample size )
..
Monitor
Test and inspection criteria (for both performing
execution
the activity/task and acceptance/rejection of)
Allowed rejection rates
Rejection rate for up scaling of action
Final review
© Transfield Worley Services 2009
15
Typical controls
Replace with presenters logo Q-captains action: Q Roadmap Project KPIs Top-Down: KPIs translated into Q- Area
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presenters
logo
Q-captains action:
Q Roadmap
Project KPIs
Top-Down: KPIs translated into Q-
Area LIs with action plan to keep
healthy
Bottom-Up: Detailed flaws to be
mitigated
FPD KPIs per Q-Area
FPD
-area
FPD LIs per Q-Area
FPD per Q -area
Actions for Q-captain
-
Flaw database per Q-Area
© Transfield Worley Services 2009
16
Replace with presenters logo Generic Q-Captain Road Map: Q Roadmap Structure Cleanliness FSI: Q-Instrumentation Integrity Overall
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presenters
logo
Generic Q-Captain Road Map:
Q Roadmap
Structure
Cleanliness
FSI: Q-Instrumentation Integrity
Overall Health
Develop Q-Roadmap + KPI/LI’s
• Critical: immediate corrective action and / or
• RED
LI
management attention required.
• AMBER
Q-captain
##
OPF-Com, ops/maint, ###
Action plan
Q-team
• GREEN
• Requires dedicated attention / additional
actions for success
• Well in hand, current approach successful
Interfaces
Ops, Constr., BETS, Q-Tightness, Testing,
Preservation
Pro-activeness
KPI
No loss of production or safety hazard due to failure of instrumentation equipment to perform as required, including auxiliaries/support systems
LI
Acceptance
Coordinate/drive FPD Risk Register verification process
Project phases
Lead Indicators
Criteria
Traffic light
Status
Comment/Action
Receipt of Materials
Number of critical materials being available at
RFC.
potable water system Cl probe
spares missing.
List needs to be made of critical materials
(incl PO nr) per sub-system. Wartehouse
needs report agianst this list. Then what is the
cause? Was it procured or does it need
expediting ...
Review ITP Witness/Hold + generic (pre)-com procedures to incorporate FPD
requirements
Equipment FAT's at vedor works
Construction focus areas
Number of E&I re-work performed (a.o. caused
by EX)
when is the
trend
becoming
worry again.
Pre-commissioning
Prepare for using Observation Reports
Commissioning
Number of times functional test is not successful
causing re-work.
Hearts&Minds on Quality
Q-action plan
.
Sequence
number
Q-captain Action
Due date
Traffic light
Status
Comment/Action
A
B
Develop Q roadmap (incl weekly reporting)
Go through FSI risk register for this Q. Add own
LL. Coordinate verification process.
08-Oct-07
Make plan to close items on risk
register (verification process)
review by FSI coordintaor/ SGSi
Prioritise them according system need dates
by ops. Focus using critical systems.
Train workforce on critical Quality Focus points
C
Go through KPI-Lead indicators. Make plan to
08-Oct-07
Start pre-com. Comm and constr
meet LI's. Define how to measure LI's. Report
weekly on LI via this sheet.
to be completed (incl how are you
going to measure it)
D
Further develop the Q-tour checksheets + start
20-Oct-07 Not started
Checksheets first
Based on Risk register verification need
touring.
Communication program/Rewards program
Assuring FSI implementation in the field
E
Prepare for few Quality Focus points to be
Not started
develop checklist for Q-tour. This will give
paper trail for close-out + metrics for LI's. Use
SGSi example checksheets. Use synergy
overlap with other Q's (e.g. Qintegr.
Instrumentation can check cleanliness for
instr in their Q-tours) . Includ in Q-tours (e.g.
twice a week for 2 hours) as well Ops and
BETS person.
Non-reuse of gaskets. Not leaving anyhting
s ecificall
ex lained to workforce (trainin )
behind in
i
in
coca-cola bottle
loves
Weekly reporting on LI’s and Roadmap actions
Further develop the Q-Tour check sheets + Start touring
© Transfield Worley Services 2009
17
Replace with presenters logo Flawless Delivery Q-Assurance Tool: Q Roadmap Q1 Cleanliness FSI: Q-Instrumentation Integrity Overall
Replace with
presenters
logo
Flawless Delivery Q-Assurance Tool:
Q Roadmap
Q1
Cleanliness
FSI: Q-Instrumentation Integrity
Overall Health
• Critical: immediate corrective action and / or
• RED
LI
management attention required.
• AMBER
• Requires dedicated attention / additional
Q-captain
##
actions for success
Action plan
Q-team
OPF-Com, ops/maint, ###
• GREEN
• Well in hand, current approach successful
Ops, Constr., BETS, Q-Tightness, Testing,
Interfaces
Preservation
KPI
No loss of production or safety hazard due to failure of instrumentation equipment to perform as required, including auxiliaries/support systems
LI
Acceptance
Project phases
Lead Indicators
Criteria
Traffic light Status
Comment/Action
Receipt of Materials
Number of critical materials being available at
RFC.
potable water system Cl probe
spares missing.
List needs to be made of critical materials
(incl PO nr) per sub-system. Wartehouse
needs report agianst this list. Then what is the
cause? Was it procured or does it need
expediting ...
Equipment FAT's at vedor works
Construction focus areas
Number of E&I re-work performed (a.o. caused
by EX)
when is the
trend
becoming
worry again.
Pre-commissioning
Lead Indicator Tracking
Roadmap Actions + Tracking
Commissioning
Number of times functional test is not successful
causing re-work.
Q-action plan
.
Sequence
number
Q-captain Action
Due date
Traffic light Status
Comment/Action
A
Develop Q roadmap (incl weekly reporting)
08-Oct-07
review by FSI coordintaor/ SGSi
B
Go through FSI risk register for this Q. Add own
Make plan to close items on risk
Prioritise them according system need dates
LL. Coordinate verification process.
register (verification process)
by ops. Focus using critical systems.
C
Go through KPI-Lead indicators. Make plan to
08-Oct-07
Start pre-com. Comm and constr
meet LI's. Define how to measure LI's. Report
to be completed (incl how are you
weekly on LI via this sheet.
going to measure it)
D
Further develop the Q-tour checksheets + start
20-Oct-07 Not started
Checksheets first
Based on Risk register verification need
SEIC OPF - Weekly FSI Health check report
touring.
develop checklist for Q-tour. This will give
paper trail for close-out + metrics for LI's. Use
SGSi example checksheets. Use synergy
overlap with other Q's (e.g. Qintegr.
Instrumentation can check cleanliness for
instr in their Q-tours) . Includ in Q-tours (e.g.
twice a week for 2 hours) as well Ops and
BETS person.
Non-reuse of gaskets. Not leaving anyhting
loves
Action
FSI Q Area
Q CaptainQ Captain (B2B) Indicator Lead
Comments
Plan
E
Prepare for few Quality Focus points to be
Not started
s ecificall
ex lained to workforce (trainin )
behind in
i
in
coca-cola bottle
FSI Coordinator
Tightness
R
G
RED: Blocker xxx to be removed by management
Cleanliness
G
G
Integrity
Process
O
R
RED: Blocker xxx to be removed by management
Integrity – Static
G
G
Integrity – Rotating
O
G
Q2
Cleanliness
Integrity –Instruments
O
G
FSI: Q-Instrumentation Integrity
Overall Health
• Critical: immediate corrective action and / or
• RED
LI
management attention required.
Integrity
- Electrical
R
O
RED: Blocker xxx to be removed by management
• AMBER
• Requires dedicated attention / additional
Q-captain
##
actions for success
Action plan
Q-team
OPF-Com, ops/maint, ###
• GREEN
• Well in hand, current approach successful
HSE
G
O
Ops, Constr., BETS, Q-Tightness, Testing,
Interfaces
Preservation
Novelties & Complexities
O
G
KPI
No loss of production or safety hazard due to failure of instrumentation equipment to perform as required, including auxiliaries/support systems
Testing
R
R
RED: Blocker xxx to be removed by management
LI
Acceptance
Project phases
Lead Indicators
Criteria
Traffic light Status
Comment/Action
Experience
G
G
Receipt of Materials
Number of critical materials being available at
RFC.
potable water system Cl probe
spares missing.
List needs to be made of critical materials
(incl PO nr) per sub-system. Wartehouse
needs report agianst this list. Then what is the
cause? Was it procured or does it need
expediting ...
Coinciding
Events
R
G
Preservation
R
G
RED: Blocker xxx to be removed by management
RED: Blocker xxx to be removed by management
Equipment FAT's at vedor works
Operability/Maintainability
G
G
Construction focus areas
Number of E&I re-work performed (a.o. caused
by EX)
when is the
trend
becoming
worry again.
Pre-commissioning
Weekly FPD Status Report
Commissioning
Number of times functional test is not successful
causing re-work.
Q-action plan
.
Sequence
number
Q-captain Action
Due date
Traffic light Status
Comment/Action
A
Develop Q roadmap (incl weekly reporting)
08-Oct-07
review by FSI coordintaor/ SGSi
B
Go through FSI risk register for this Q. Add own
Make plan to close items on risk
Prioritise them according system need dates
LL. Coordinate verification process.
register (verification process)
by ops. Focus using critical systems.
C
Go through KPI-Lead indicators. Make plan to
08-Oct-07
Start pre-com. Comm and constr
meet LI's. Define how to measure LI's. Report
to be completed (incl how are you
weekly on LI via this sheet.
going to measure it)
D
Further develop the Q-tour checksheets + start
20-Oct-07 Not started
Checksheets first
Based on Risk register verification need
touring.
develop checklist for Q-tour. This will give
paper trail for close-out + metrics for LI's. Use
Internal & External Health Checks
E
Prepare for few Quality Focus points to be
Not started
s ecificall
ex lained to workforce (trainin )
SGSi example checksheets. Use synergy
overlap with other Q's (e.g. Qintegr.
Instrumentation can check cleanliness for
instr in their Q-tours) . Includ in Q-tours (e.g.
twice a week for 2 hours) as well Ops and
BETS person.
Non-reuse of gaskets. Not leaving anyhting
i
behind in
in
coca-cola bottle
loves
HC1
Q5
HC2
HC3
Cleanliness
FSI: Q-Instrumentation Integrity
Overall Health
• Critical: immediate corrective action and / or
• RED
LI
management attention required.
• AMBER
• Requires dedicated attention / additional
Q-captain
##
actions for success
Action plan
Q-team
OPF-Com, ops/maint, ###
• GREEN
• Well in hand, current approach successful
Ops, Constr., BETS, Q-Tightness, Testing,
FPD Q-Assurance Tool: Q-Area xx
Interfaces
Preservation
Q Area xx -
Q-Captain Name
• Critical: immediate corrective action and / or
• RED
LI
management attention required.
Q-Team
• AMBER
• Requires dedicated attention / additional
actions for success
Action
• GREEN
• Well in hand, current approach successful
plan
KPI
FPD Q-Assurance Tool: Q-Area xx
KPI
FPD Q-Assurance Tool: Q-Area xx
Q Area xx -
FPD Q-Assurance Tool: Q-Area xx
1.
XXX
No loss of production or safety hazard due to failure of instrumentation equipment to perform as required, including auxiliaries/support systems
Q-Captain Name
Q Area xx -
Q Area xx -
2.
XXX
• Critical: immediate corrective action and / or
• RED
LI
Q-Team
management attention required.
Q-Captain Name
• Critical: immediate corrective action and / or
Q-Captain Name
• RED
• Critical: immediate corrective action and / or
LI
• AMBER
• Requires dedicated attention / additional
LI
• RED
management attention required.
LI
Q-Team
management attention required.
LI
actions for success
Action
Q-Team
• AMBER
• Requires dedicated attention / additional
• AMBER
• Requires dedicated attention / additional
Phases
• GREEN
Lead Indicators
• Well in hand, current approach successful
Target
Traffic
Status
Comment
plan
actions for success
Action
actions for success
Action
FPD Q-Assurance Tool: Q-Area xx
• GREEN
light
/ Action
• Well in hand, current approach successful
• GREEN
• Well in hand, current approach successful
plan
plan
Acceptance
FEED
Q Area xx -
KPI
Q-Captain Name
FSI requirements included in IC Contract
by
Explain
FPD Q-Assurance Tool: Q-Area xx
FPD Q-Assurance Tool: Q-Area xx
• Critical: immediate corrective action and / or
• RED
KPI
1.
XXX
LI
KPI
Project phases
Lead Indicators
Criteria
Traffic light Status
Comment/Action
management attention required.
Q-Team
date
amber
Q Area xx -
Q Area xx -
2.
XXX
• AMBER
• Requires dedicated attention / additional
1.
XXX
1.
XXX
actions for success
Detailed Engineering / Procurement
Action
Q-Captain Name
Q-Captain Name
2.
XXX
• Critical: immediate corrective action and / or
• Critical: immediate corrective action and / or
Receipt of Materials
• GREEN
• Well in hand, current approach successful
• RED
2.
XXX
• RED
LI
LI
LI
xxxxxxxxx
plan
management attention required.
management attention required.
Q-Team
Q-Team
LI
• AMBER
• Requires dedicated attention / additional
• AMBER
• Requires dedicated attention / additional
Phases Lead Indicators
Target
Traffic
Status
Comment
LI
xxxxxxxxx
actions for success
Action
actions for success
Action
List needs to be made of critical materials
(incl PO nr) per sub-system. Wartehouse
needs report agianst this list. Then what is the
cause? Was it procured or does it need
expediting ...
KPI
light
/ Action
Phases
• GREEN
Lead Indicators
• Well in hand, current approach successful
Target
Traffic
Status
Comment
• GREEN
Construction
Phases
Lead Indicators
• Well in hand, current approach successful
Target
Traffic
Status
Comment
plan
plan
FPD Q-Assurance Tool: Q-Area xx
FEED
FPD Q-Assurance Tool: Q-Area xx
light
/ Action
1.
XXX
xxxxxxxxx
light
/ Action
FSI requirements included in IC Contract
by
Explain
FEED
Q Area xx -
FEED
Q Area xx -
2.
XXX
xxxxxxxxx
KPI
KPI
dat
e
amber
Q-Captain Name
FSI requirements included in IC Contract
by
Explain
• Critical: immediate corrective action and / or
Q-Captain Name
Commissioning
FSI requirements included in IC Contract
by
Explain
• RED
• Critical: immediate corrective action and / or
LI
1.
XXX
LI
1.
XXX
• RED
management attention required.
LI
Detailed Engineering / Procurement
Q-Team
date
amber
management attention required.
Q-Team
xxxxxxxxx
date
amber
2.
XXX
• AMBER
• Requires dedicated attention / additional
2.
XXX
• AMBER
• Requires dedicated attention / additional
Phases
Lead Indicators
Target
Traffic
Status
Comment
xxxxxxxx x
actions for success
Detailed Engineering / Procurement
Action
Number of critical materials being available at
RFC.
potable water system Cl probe
spares missing.
xxxxxxxxx
actions for success
Detailed Engineering / Procurement
Action
• GREEN
light
/ Action
LI
• Well in hand, current approach successful
LI
• GREEN
• Well in hand, current approach successful
xxxxxxxx x
xxxxxxxxx
plan
xxxxxxxxx
plan
FEED
Q Action plan (Roadmap)
.
Phases Lead Indicators
Target
Traffic
Status
Comment
Phases
Lead Indicators
Target
Traffic
Status
Comment
Construction
xxxxxxxxx
xxxxxxxxx
FSI requirements included in IC Contract
Action
by
Explain
Due
Traffic
Status
Comment
xxxxxxxx x
KPI
Construction
light
/ Action
light
/ Action
KPI
Construction
date
amber
date
light
/ Action
xxxxxxxx x
FEED
FEED
1.
XXX
xxxxxxxxx
1.
XXX
xxxxxxxxx
Detailed Engineering / Procurement
Develop KPI/ LI's (incl det eng, Procurement, constrution,
FSI requirements included in IC Contract
by
Explain
FSI requirements included in IC Contract
by
Explain
Commissioning
2.
XXX
xxxxxxxxx
2.
XXX
xxxxxxxxx
Equipment FAT's at vedor works
xxxxxxxxx
A
pre-com, Com)
date
amber
date
amber
xxxxxxxxx
Commissioning
Commissioning
LI
LI
xxxxxxxxx
B
Develop the Q Assurance plan.
xxxxxxxx x
Detailed Engineering / Procurement
Detailed Engineering / Procurement
xxxxxxxxx
Close Gaps
xxxxxxxxx
Phases
Lead Indicators
Target
Traffic
Status
Comment
Construction
Develop Flaw register:
Phases
Lead Indicators
Target
Traffic
Status
Comment
xxxxxxxxx
xxxxxxxxx
xxxxxxxxx
xxxxxxxxx
Q Action plan (Roadmap)
.
light
/ Action
xxxxxxxxx
Flaw list > add by brain strom > RAM > RCA > Mitigation
light
/ Action
xxxxxxxxx
xxxxxxxxx
.
Action
Due
Traffic
Status
Comment
FEED
Q Action plan (Roadmap)
Q Action plan (Roadmap)
.
xxxxxxxxx
FEED
Construction
Construction
date
light
/ Action
FSI requirements included in IC Contract
Action
by
Explain
Due
Traffic
Status
Comment
FSI requirements included in IC Contract
Action
by
Explain
Due
Traffic
Status
Comment
Commissioning
C
xxxxxxxxx
xxxxxxxxx
Construction focus areas
Develop KPI/ LI's (incl det eng, Procurement, constrution,
date
amber
date
light
/ Action
xxxxxxxxx
E
date
amber
date
light
/ Action
Define Flawless requirements for IC contracts (ITB)
xxxxxxxxx
xxxxxxxxx
A
pre-com, Com)
Detailed Engineering / Procurement
Develop KPI/ LI's (incl det eng, Procurement, constrution,
xxxxxxxxx
Detailed Engineering / Procurement
Develop KPI/ LI's (incl det eng, Procurement, constrution,
Plan and roll-out to IC contractor engagement regarding
Commissioning
Commissioning
when is the
trend
becoming
worry again.
B
Develop the Q Assurance plan.
xxxxxxxxx
A
A
D
pre-com, Com)
xxxxxxxxx
pre-com, Com)
flawless
Q Action plan (Roadmap)
.
xxxxxxxxx
xxxxxxxxx
Develop Flaw register:
xxxxxxxxx
B
Develop the Q Assurance plan.
xxxxxxxxx
B
F
Develop the Q Assurance plan.
Define flawless Requiremetns into Procurement process
xxxxxxxxx
xxxxxxxxx
Action
Due
Traffic
Status Comment
Flaw list > add by brain strom > RAM > RCA > Mitigation
Construction
Develop Flaw register:
Construction
Develop Flaw register:
Flawless implementation Plan for Construction phase
date
light
/ Action
Q Action plan (Roadmap)
.
Q Action plan (Roadmap)
.
xxxxxxxxx
Flaw list > add by brain strom > RAM > RCA > Mitigation
xxxxxxxxx
Flaw list > add by brain strom > RAM > RCA > Mitigation
Number of E&I re-work performed (a.o. caused
by EX)
(Org/ structure post Det eng, Training, Handover flawless
Develop KPI/ LI's (incl det eng, Procurement, constrution,
Action
Due
Traffic
Status
Comment
Action
Due
Traffic
Status
Comment
C
xxxxxxxxx
xxxxxxxxx
G
actions etc)
A
pre-com, Com)
E
Define Flawless requirements for IC contracts (ITB)
date
light
/ Action
date
light
/ Action
Commissioning
C
Commissioning
C
Review of ITP's to include flawless requirements and W&H
B
Develop the Q Assurance plan.
Plan and roll-out to IC contractor engagement regarding
Develop KPI/ LI's (incl det eng, Procurement, constrution,
Develop KPI/ LI's (incl det eng, Procurement, constrution,
xxxxxxxxx
E
Define Flawless requirements for IC contracts (ITB)
xxxxxxxxx
E
Define Flawless requirements for IC contracts (ITB)
H
points
Develop Flaw register:
A
D
pre-com, Com)
A
pre-com, Com)
flawless
xxxxxxxxx
Plan and roll-out to IC contractor engagement regarding
xxxxxxxxx
Plan and roll-out to IC contractor engagement regarding
Flaw list > add by brain strom > RAM > RCA > Mitigation
B
Develop the Q Assurance plan.
B
F
Develop the Q Assurance plan.
Define flawless Requiremetns into Procurement process
D
flawless
D
Q Action plan (Roadmap)
.
• Coach
flawless
Q Action plan (Roadmap)
.
Pre-commissioning
Develop Flaw register:
Develop Flaw register:
Flawless implementation Plan for Construction phase
F
Define flawless Requiremetns into Procurement process
F
Define flawless Requiremetns into Procurement process
Action
Due
Traffic
Status Comment
Action
Due
Traffic
Status Comment
C
Flaw list > add by brain strom > RAM > RCA > Mitigation
Flaw list > add by brain strom > RAM > RCA > Mitigation
(Org/ structure post Det eng, Training, Handover flawless
Flawless implementation Plan for Construction phase
Flawless implementation Plan for Construction phase
date
light
/ Action
E
date
light
/ Action
Define Flawless requirements for IC contracts (ITB)
G
actions etc)
(Org/ structure post Det eng, Training, Handover flawless
(Org/ structure post Det eng, Training, Handover flawless
Develop KPI/ LI's (incl det eng, Procurement, constrution,
Develop KPI/ LI's (incl det eng, Procurement, constrution,
Plan and roll-out to IC contractor engagement regarding
C
C
Review of ITP's to include flawless requirements and W&H
G
G
actions etc)
actions etc)
A
A
D
pre-com, Com)
pre-com, Com)
flawless
H
E
Define Flawless requirements for IC contracts (ITB)
E
Define Flawless requirements for IC contracts (ITB)
points
Review of ITP's to include flawless requirements and W&H
Review of ITP's to include flawless requirements and W&H
B
Develop the Q Assurance plan.
B
Develop the Q Assurance plan.
F Define flawless Requiremetns into Procurement process
Plan and roll-out to IC contractor engagement regarding
Plan and roll-out to IC contractor engagement regarding
H
points
H
points
Commissioning
Flawless implementation Plan for Construction phase
Gaps?
Develop Flaw register:
Develop Flaw register:
D
flawless
D
flawless
Flaw list > add by brain strom > RAM > RCA > Mitigation
Flaw list > add by brain strom > RAM > RCA > Mitigation
(Org/ structure post Det eng, Training, Handover flawless
F
Define flawless Requiremetns into Procurement process
F
Define flawless Requiremetns into Procurement process
Number of times functional test is not successful
causing re-work.
G
actions etc)
Flawless implementation Plan for Construction phase
Flawless implementation Plan for Construction phase
C
C
Review of ITP's to include flawless requirements and W&H
(Org/ structure post Det eng, Training, Handover flawless
(Org/ structure post Det eng, Training, Handover flawless
E
Define Flawless requirements for IC contracts (ITB)
E
Define Flawless requirements for IC contracts (ITB)
H
points
G
G
actions etc)
actions etc)
Plan and roll-out to IC contractor engagement regarding
Plan and roll-out to IC contractor engagement regarding
Review of ITP's to include flawless requirements and W&H
Review of ITP's to include flawless requirements and W&H
D
flawless
D
flawless
H
points
H
points
F Define flawless Requiremetns into Procurement process
F
Define flawless Requiremetns into Procurement process
Flawless implementation Plan for Construction phase
Flawless implementation Plan for Construction phase
(Org/ structure post Det eng, Training, Handover flawless
(Org/ structure post Det eng, Training, Handover flawless
Q-action plan
.
G
G
actions etc)
actions etc)
Review of ITP's to include flawless requirements and W&H
H
points
• Provide solutions
Review of ITP's to include flawless requirements and W&H
Sequence
H
points
number
Q-captain Action
Due date
Traffic light Status
Comment/Action
A
Develop Q roadmap (incl weekly reporting)
08-Oct-07
review by FSI coordintaor/ SGSi
B
Go through FSI risk register for this Q. Add own
Make plan to close items on risk
Prioritise them according system need dates
LL. Coordinate verification process.
register (verification process)
by ops. Focus using critical systems.
C
Go through KPI-Lead indicators. Make plan to
08-Oct-07
Start pre-com. Comm and constr
meet LI's. Define how to measure LI's. Report
to be completed (incl how are you
weekly on LI via this sheet.
going to measure it)
• Best Practices
D
Further develop the Q-tour checksheets + start
20-Oct-07 Not started
Checksheets first
Based on Risk register verification need
touring.
develop checklist for Q-tour. This will give
paper trail for close-out + metrics for LI's. Use
E
Prepare for few Quality Focus points to be
Not started
s ecificall
ex lained to workforce (trainin )
SGSi example checksheets. Use synergy
overlap with other Q's (e.g. Qintegr.
Instrumentation can check cleanliness for
instr in their Q-tours) . Includ in Q-tours (e.g.
twice a week for 2 hours) as well Ops and
BETS person.
Non-reuse of gaskets. Not leaving anyhting
loves
behind in
i
in
coca-cola bottle
© Transfield Worley Services 2009
18
Q-Captain Assurance tool
Replace with presenters logo Conclusion: Q Roadmap Each project phase can produce flaws If these flaws
Replace with
presenters
logo
Conclusion:
Q Roadmap
Each project phase can produce flaws
If these flaws are not identified within the project phase in which they occur
then they get passed onto the next project phase….they may or may not be
captured in the next phase
If flaws remain until the CSU pr oject phase then schedule delays and
additional rectification costs will be incurred. In many cases these will be
significant
Delays = lost revenue = not recoverable for project economics
The best method of identifying these flaws is from past projects and lessons
learned i.e. backward integration into the project phases
Clearly a structured process is needed to assist in identifying and mitigating
against these flaws.
© Transfield Worley Services 2009
19
Replace with presenters logo Results – Where it went right: PER+, Shell Pernis, refinery expansion (Hydrocracker,
Replace with
presenters
logo
Results – Where it went right:
PER+, Shell Pernis, refinery expansion (Hydrocracker, Gasification, Power
plant)
Shell Chemicals, Styrene Monomer and Propylene Oxide manufacturing,
Moerdijk (Netherlands) and Singapore
Shell Chemicals, Nanhai project (China) – new petrochemical complex
Malampaya – Shell project, Philippines, onshore gas plant
Athabasca Oil Sands, Canada – extension of the Refinery to process
PDO (Oman), Harweel and Qarn Alam, Gas processing facilities
Sakhalin Energy Russia( OPF, BS2, LNG, Pipelines, All offshore Installations )
LNG projects (Oman, Nigeria, Australia, Russia)
Sabic (Saudi Arabia): United (Jubail), Yansab(Yanbu), Saudi Kayan (Jubail), Ar
Razi (Jubail), all petrochemicals
© Transfield Worley Services 2009
20
Replace with presenters logo Sakhalin Energy – As an Example Why has it been such a
Replace with
presenters
logo
Sakhalin Energy – As an Example
Why has it been such a success:
1.) Competent Assessment
2.) Management Commitment
3.) Sponsors Funding
4.) Superiors Support
© Transfield Worley Services 2009
21
Replace with presenters logo Sakhalin Energy – As an Example SEIC OPF “Flawless” Team: Superiors: Wim
Replace with
presenters
logo
Sakhalin Energy – As an Example
SEIC OPF “Flawless” Team:
Superiors: Wim Stel / David DeJong ( Site Manager )
Sponsors: Karl Johnson ( Dty.Commissioning Manager ) + Wolfgang Probst ( Dty Site Manager )
Execution: SEIC OPF Commissioning Team + Commissioning Management
Assessment: Peter van Brussel / Marco Houterman – Shell Global Solutions Malaysia
© Transfield Worley Services 2009
22
Replace with presenters logo The End: © Transfield Worley Services 2009 23
Replace with
presenters
logo
The End:
© Transfield Worley Services 2009
23