Todd Energy MET2 Shutdown

Dec 18, 2015

Earlier this year Todd Energy engaged Fitzroy Engineering to plan, manage and provide mechanical assistance for the execution of the first shutdown for their year-old Mangahewa Expansion Train 2 [MET2] plant at the McKee production facility.

Todd Energy selected Fitzroy Engineering based on the breadth of experience Fitzroy has in successful shutdown execution and also on the technological advancements we could bring to the process via the use of our Dialog Intelligent Planning System (DIPS), TimeClock and Weld Control System.

Fitzroy had employed the DIPS solution most recently on the PUMA Oil Refinery turnaround and inspection project in Port Moresby, to plan and prepare for the successful management and execution of the 31 day shutdown. 

The MET2 project agreement was based on a fixed scope of inspection works, some protective coatings repairs, some corrective maintenance tasks and a number of Plant Change Requests (PCRs).

Fitzroy were also awarded the contract to execute the erection and dismantling of access scaffolding, and to assist with the mechanical works to facilitate the statutory equipment inspections.

A large number of Emergent Work Requests were raised during the execution phase, and all were minor in nature.

All site labour allocations were recorded in TimeClock; a logical, configurable, integrated time and attendance eTimesheet solution.  The strategy behind the development of TimeClock was to provide an industry wide time and attendance recording mechanism.  TimeClock has been modelled to streamline our business methods and has resulted in the elimination of some manual processes, with a dramatic reduction in errors.  It is fully integrated into our ERP, Payroll and Planning software.

Time entry for the main labour groups was automated, using a swipe system and touch screen interface to select shift details and allocated Work Order.  These paperless time entries were reviewed by the area supervisors to ensure correct time allocation, and then approved by the client.  All expended time is then sent to the ERP system where all relevant rates and allowances are calculated, allowing actual hours and cost to be compared to baseline planned hours as required. 

The project schedule activities were used to monitor and record progress, and synchronised daily with DIPS and an S-curve progress report was provided against the baseline planned progress.  This was available for the overall shutdown; or for the specific plant area; or for a specific equipment item.