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This paper illustrates fifty (50) Key Perfomance Indicators (KPIs) that were developed based on industry surveys and failure analysis; application of these 50 KPIs using 10 case studies and explains cost effectiveness of various KPIs.
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The Wafra Joint Operation (WJO) Oilfield is located in the central-west part of the Kuwait-Saudi Arabia Neutral Zone. The Wafra oilfield reserves were first discovered and wells drilled in 1954. This field produces two types of crude oil, Ratawi (light oil) and Eocene (heavy oil), with average water cut of 8085%. During operation, the production wells produce the oil emulsion through mostly coated flowlines to sub-centres (SC) where the sour oil, water and gas are separated. The facility has two gathering fields; Eocene and Ratawi. Eocene has 2 phase separation, whilst Ratawi has 3 phase separation. The sour gas is either flared or flows to the Main Power Generation Plant, whilst the oil is processed to the Main Gathering Center (MGC). The produced waters (PW) are routed to the Pressure Maintenance Plant (PMP).
The Wafra Joint Operation (WJO) Oilfield is located in the central-west part of the Kuwait-Saudi Arabia Neutral Zone. The Wafra oilfield reserves were first discovered and wells drilled in 1953 and production in commercial quantities began in 1954. This field produces two types of crude oil, Ratawi (light oil) and Eocene (heavy oil), with average water cut of 80-85%. During operation, the production wells produce the oil emulsion through mostly coated flowlines to sub-centres (SC) where the sour oil, water and gas are separated. The facility has two gathering fields: Eocene and Ratawi. Eocene has 2 phase separation, whilst Ratawi has 3 phase separation.
This paper provides a real case study in regard to controlling the welding repair rate and NDT backlog in a company mega-project assigned to a new contractor. This case study shows the improvements in both KPIs, through the utilization of various quality and improvement tools, such as root cause analysis (Fishbone and Pareto chart), brainstorming, and PDCA cycle. The collaborative efforts between the client and contractor, including the welding and NDT subcontractors, resulted in reducing the WRR from 11.04% to below 5% (the set KPI). The NDT backlog was also controlled and reduced from 2500 joints to below 600 joints (less than one week production).