The oil and gas industry is one of the most complex and dynamic sectors in the global economy. It is an industry that demands not only technical expertise but also a relentless commitment to safety, efficiency, and innovation. As the world transitions to a low-carbon future, the industry faces new challenges and opportunities that require a renewed focus on operational excellence.
In this article, we will explore the critical importance of commissioning, start-up (CSU), and operating integrity in ensuring the success of oil and gas projects. We will also discuss how the industry can achieve operational excellence by adopting best practices, leveraging technology, and fostering a culture of continuous improvement.
Commissioning and start-up (CSU) is one of the most critical phases in the lifecycle of any oil and gas project. Besides ensuring that live is given to the project, it is the bridge between construction and operations, where the facility is tested, fine-tuned, validated, and prepared for safe and efficient operation. The success of this phase can determine the long-term performance of the asset, as well as the safety of personnel and the environment. Ultimately assures return on investment to the company.
A well-executed CSU strategy is essential for ensuring that the facility is ready to operate safely and efficiently from day one. This requires a holistic approach that encompasses completions management, pre-commissioning, commissioning, performance testing, and reliability run test, all of which must be aligned with the design intent and operational philosophy of the facility.
One of the key challenges in CSU is managing the transition from construction to operations via commissioning and start up. This requires close collaboration between the project team and the operations team to ensure that all systems and subsystems are properly pre-commissioned and commissioned, tested and validated before the facility is handed over. This includes the development of detailed check sheets (Inspection test Plans), commissioning test procedures, the execution of pre-commissioning activities, and the successful completion of performance and reliability tests.
Another critical aspect of CSU is the management of risks and uncertainties. The commissioning phase is often characterized by a high degree of novelty, complexity and uncertainty, as the facility is tested under real-time conditions for the first time at site. This requires a proactive approach to risk management, with a focus on identifying and mitigating potential threats before they escalate into major problems.
Operating integrity is another critical aspect of oil and gas operations. It refers to the ability of a facility to operate safely, reliably, continuously and in compliance with regulatory requirements. Operating integrity is not just about maintaining equipment; it is about creating a culture of safety and accountability in routine operations that permeates every level of the organisation.
One of the key challenges in operating integrity is the management of alarms in the control systems. In many facilities, operators are often overwhelmed by the sheer number of alarms, which can increase the risk of human error by causing undue distractions which compromises operational safety. By rationalizing and implementing an alarms management strategy, operators can reduce the number of alarms and improve the overall safety and efficiency of the facility. Daily bad actor reviews reduces or eliminates recurring alarms and prevents undesired outcomes or incidents.
Another critical aspect of operating integrity is the management of overrides, which are temporary changes to the control system that can compromise safety if not properly managed. Overrides are often used to bypass safety systems in emergency situations and at initial start-ups but if not properly managed, they can become a permanent feature of the control system, increasing the risk of accidents. By developing a strategy to reduce legacy overrides, operators can improve asset integrity and promote a culture of operational safety.
Operating integrity also extends to the management of change (MoC), which is the process of assessing and managing risks associated with changes to the facility, whether temporary or permanent. The MoC process is essential for ensuring that all changes are properly documented, analyzed, and approved before implementation. This helps to minimise risks and ensure that the facility remains in compliance with regulatory requirements.
As the oil and gas industry continues to evolve, it is clear that technology will play an increasingly important role in achieving operational excellence. From digital twins to predictive analytics, the industry is embracing new technologies that can improve efficiency, reduce costs, and enhance safety.
One area where technology is making a significant impact is in the field of commissioning and start-up. Digital tools such as 3D modeling and virtual reality (VR) are being used to simulate the commissioning process, allowing operators to identify and resolve potential issues before they occur. This not only reduces the risk of delays and schedule overruns but also ensures that the facility is ready for operation from day one in a steady state.
Another area where technology is driving change is in the management of operating integrity. Advanced analytics and machine learning algorithms are being used to monitor equipment performance in real-time, allowing operators to detect and address potential issues before they escalate into major problems. This proactive approach to maintenance not only improves asset reliability but also reduces the risk of unplanned downtime.
In addition to technology, the industry must also continue to adopt best practices in project management, particularly in the areas of operations readiness commissioning and start up (ORCSU) and operating integrity (OI). This includes the use of standardized processes and procedures, as well as the integration of lessons learned from previous projects. By fostering a culture of continuous improvement, the industry can ensure that each new project builds on the successes of the past.
Achieving operational excellence in the oil and gas industry requires more than just technical expertise and advanced technology. It also requires a high degree of collaboration and stakeholder engagement. This includes working closely with project teams, engineering, operations and maintenance teams, and key stakeholders to ensure that all aspects of the project are aligned with the overall business objectives.
One of the key challenges in stakeholder engagement is managing the expectations of different stakeholders, particularly in high-pressure environments where the stakes are high. This requires effective communication, negotiation, and conflict resolution skills, as well as the ability to build trust and rapport with stakeholders. Early identification of the internal and external stakeholders is the critical success factor that cannot be overemphasised.
Another critical aspect of stakeholder engagement is the involvement of operations and maintenance teams in the commissioning and start-up process. By involving these teams early in the project, operators and technicians can ensure that they are fully prepared to take over the facility once it is handed over. This includes providing training, developing operating and maintenance procedures, and conducting joint walkdowns to identify and resolve potential punch list. Inauguration of an integrated commissioning and start up team brings all stakeholders relevant to the project start up under one umbrella.
Leadership plays a critical role in driving operational excellence in the oil and gas industry. Effective leaders are able to inspire and motivate their teams, foster a culture of safety and accountability, and drive continuous improvement across the organisation.
One of the key challenges in leadership is managing the transition from construction to operations. The Go-Completions management system (Now referred to as HUB2) is used to develop a database of all discipline tags which ensures no tag falls into a crack.
This requires leaders to be able to navigate the complexities of the commissioning and start-up process, while also managing the expectations of different stakeholders. Effective leaders are able to balance the need for speed and efficiency with the need for safety and quality, ensuring that the facility is ready for operation from day one.
Another critical aspect of leadership is the ability to foster a culture of continuous improvement. This requires leaders to be open to new ideas, willing to take risks, and committed to learning from both successes and failures. By fostering a culture of continuous improvement, leaders can ensure that their organizations are able to adapt to new challenges and opportunities and remain competitive in an increasingly complex and dynamic environment.
The oil and gas industry are at a crossroads. As the world transitions to a low-carbon future, industry must adapt to new challenges and opportunities. This requires a renewed focus on operational excellence, particularly in the areas of commissioning, start-up, and operating integrity.
By leveraging technology, adopting best practices, and fostering a culture of continuous improvement, the industry can achieve operational excellence and remain competitive in an increasingly complex and dynamic environment. This requires a high degree of collaboration and stakeholder engagement, as well as effective leadership that is able to inspire and motivate teams, foster a culture of safety and accountability, and drive continuous improvement across the organisation.
As we look to the future, it is clear that the oil and gas industry will continue to play a critical role in meeting the world’s energy needs. But to do so, it must embrace change, innovate, and strive for excellence in all aspects of its operations. Only then can we ensure a safe, reliable, and sustainable energy future for generations to come.
Idongesit Ekpo is a member of the Nigerian Society of Engineers and the Council for the Regulation of Engineering in Nigeria.