Holdfast Training Services Trial Blog

Since the last post I have enjoyed a further stint offshore assisting with the line-up of BP Andrew for start-up. This most recent mobilisation had two components to it a) assisting with a complete system line walk before start up b) production support to start up activities.

The 96hrs line walk is the final serial prior to introducing hydrocarbons to the platform. This final walk is effectively the third system line walk that is conducted on the platform. However, considering that the previous line walks may have occurred up to 8 weeks before the start-up it is conceivable that some of the systems may have been put out of alignment. It also allow for checking that all the previously identified snags have been corrected.

Having completed this line walks I was then set to production jobs with the production technicians. The tasking received was to prepare a series of scrubbers for their gas duties. The preparation activity was to introduce approx 1m3 MEG (ethylene glycol) into each of the three vessels. As this was not a routine activity there is no procedure in place, therefore, it was down to Barny (prod tech) and I to design a procedure, find the equipment, make up the fittings, run lines from the top of the platform to the bottom and execute the task. It felt very much like a scrap heap challenge. It was definitely the most valuable and enjoyable experience of the trip for a few reasons:

Control of work. Although a relatively simple task it was necessary to create a permit to work and to take the Area Authority out on to the plant to brief them on the conduct of the task prior to it going for approval. Only once approved by the Offshore Installation Manager (the CO) could the work go ahead.

Technician competence. As an outsider I initially thought that the Ops Team Leader (the OIMs right hand man) and the techs would be all over what seemed a relatively simple job. I was wrong. Whilst the teams are sound at doing their routine tasks the ability to tackle something outside the norm really was a challenge.

Plant conditions. Though the platform was not yet producing hydrocarbons the system was far from being ‘flat’, i.e. no pressure. The conduct of the task required that we interrogate the process and instrumentation diagrams in order to identify filling points for the vessels. In all cases this necessitated breaking into systems for tie ins as there were no engineered tie in points available, e.g. via double block and bleed valves. This meant that there was no way of proving that the system was ‘flat’. Fortunately in all cases it was possible to break into the system down stream of an isolation valve. This allowed a controlled assessment of the condition of the plant. In two out of the three cases it was found that significant residual pressure had remained in the vessels, from system pressure tests/purges, even though we had been led to believe that the vessels were depressurised. (Although pressure gauges were visible they were high range pressure gauges, up to 120 bar, so the 5-10 bar in the vessels did not register.)

MILLER HELIDECK LIGHTS

Since the switch on the system has suffered a number of issues. Orga has mobilised engineers from the Netherlands to fault find. These issues have been resolved by the replacement of a control panel module and a software mod is due.

The Helideck Certification Agency (part of the CAA) has now issued an updated certificate for the operation of the helideck with the circle and ‘H’ lighting in operation. Initial feedback from pilots has been great and as long as all the lesson are captured this project will be a useful stepping stone in rolling this out across the region.

ANDREW HELIDECK HYDRANTS

This has taken a considerable amount of supervision to keep this project on the rails. The enabling scope is due to start in 3 weeks, with the engineering destruct/construct starting 10 days after that. As expected this project has not met any of the activity planning timelines proscribed by BP. But for the fact that this project is necessary to maintain the helideck certificate and operate the platform it would have been kicked in to the long grass. Instead I am on the receiving end of a long handled screw driver.

I have found this quite project both challenging and rewarding. Despite Costain assuring the BP management that they knew what they were doing and could easily deliver, it has been necessary to educate them on almost every stage of the process, whether that be engagement with the independent verification body i.e. Lloyds or procuring materials. This learning process has resulted in them losing their way with the engineering. Only a few weeks back it was necessary to signal to the BP management that I had serious doubts regarding the technical ability of Costain to deliver the project. On a number of occasions they were guilty of issuing drawings, calcs and technical notes that failed to meet either the regulatory or BP technical standards. It’s amazing the response you can get from a contractor when you communicate this lack of confidence to both management teams!!

Looking forward, I am expecting to receive the workpacks approved for construction and have the materials sat in Aberdeen ready for shipping by the end of next week (31/10). I am also looking forward to the Costain Project Manager sitting down with all the engineering changes notices that he has been stockpiling for some unknown reason. I get the feeling he has just been putting off another awkward conversation. This one will definitely be awkward Costain have nearly doubled the hours burnt without any coverage! It also brings into question the quality of their own front end engineering work against which they generated their estimate, but that will be the topic of another uncomfortable conversation.

Gratuitous photo: