oe register -updated as of 27-dec-13 (4)
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8/12/2019 OE Register -Updated as of 27-Dec-13 (4)
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As of 02-Dec-13
BU / DEPT O.E MAJOR GAPSO.E RECOMMENDED
ACTIONO.E RECOMMENDED
ACTION CLOSEDPLANNED PROGRESS(Until current month)
ACTUAL PROGRESS
Major Projects 9 9 2 22% 22%
AMO 10 11 0 9% 18%
OSV 16 31 14 61% 61%
T&I 13 23 5 30% 53%
BAE 15 31 7 45% 31%
Procurement 22 23 0 9% 0%
HSSE 12 18 1 33% 6%
Quality 12 12 0 58% 0%
Interface 16 28 0 7% 0%
BC&CSR 9 9 0 0% 17%
HR&ADMIN 0 0
CRM 0 0
TOTAL 134 195
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Berhad Private and Confidentialction Register
: Massimiliano Bellotti
Person: Mumtaz / Catalinw workshop - 10-Jun-13
Aug-13
COPQ T&IMooring winch - excessive gear Wear & Tear, hence
high cost spares procured - Armada Installer
Maintenance done by Manufacturer- Continuous
monitoring during operation.
Second intervention planned for January
2014.catalin Q1 2014 2
Imp Plan
by T&IT&I Management System - SOP's improvements
Develop more operational specific
documentations (SOPs) for off-shore units
After detailed review, present SOPs'
deemed sufficient.Davide / Catalin Q4-2013 3
11Imp Plan
by T&IT&I
Improvements in Competency / Training
Management
Develop training program based on key
personnel competences assessment and JD
The matrix for industrial/HSE training on-
goingDavide / Catlin Q4-2013 NA 0 1
Standardised HSE / technical Industrial training
program to all vessel personnel's - Starts from
July.
catalin / Dan Q4-2013 3
OE Total Improvements / Gaps: 13
OE Recommendation: 23
OE Recommendation closed: 5
Planned Progress ( till current Month): 30%
Actual Progress: 53%
Revised
Due DateProgress RatingInitial Due Date
Completion
Date
Slippage In
Months
tment : T&I
Source BU / Dept. O.E Improvement Description Action OwnerRecommended Action PlanProgress Update
(As of 03-Dec-13)
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O.E Action Register
.E Owner: John
.E Focal Person: Arjan
1
(Started
25%)
2
(In progress
50%)
3
(In progress
75%)
4
(Completed
100%)
As per directions received from top
management, for ease of understanding and
reference, AIM is being prepared in the form of
a Flow chart with relevant references to SMS,
BASSNET, Classification and AIM general
guidelines.Preliminary flow chart has been developed and
undergoing review.
For 1, 2 & 3 - Completed
As per directions received from top management, for
ease of understanding and reference, AIM is being
prepared in the form of a Flow chart with relevant
references to SMS, BASSNET, Classification and AIMgeneral guidelines.
FAIT (Yew) Jan-14 2
Data population and clean up in line with vessel
specific PMS requirements. (Delayed to effect
the change of Ver 2.5 to Ver 2.8)4) In line with BASSnet
Data population and clean up in line with vessel specific
PMS requirements
FAIT (Yew)1st week of
Jul-13 April-14 4 2
Full power ahead on BASS Net - Team in place
by mid April 13 - Additional resources planned
Full ahead on BASS Net - Team in place by mid April
13 - Additional resources planned
- Bassnet Team visited 27 out of 33 vessels to installthe BASSnet System.
- Senior Officers being trained how to use/update/ the
Procurement & Maintainance Module on BASSnet.
FAIT 31-Oct-13 30-Nov-13 1 2
Clear communications to crew on what we
expect from them - High level of compliance
BASS Net Training Program to Crew
All vessels are equipped with BASS Net by mid
Aug 2013 including International Vessels, up
and running.
33 +4 (in progress) vessels out of 50 are in BASSNET
system. 13 vessels not required
Phase out manual reporting & monitoring during
this transition period and Move to BASS by April
2014.
BASS Net implementation completed by April
2014 - Up & Running on all Vessels
As an added benefit to maintain crew loyalty -
Discuss with New Crew HR head& Finalise?
As an added benefit to maintain crew loyalty -
Discussed with New Crew HR Head on 30/08/13 and
retention analysis to be shared for next course of action
FHR/FAIT/
OPS31-Oct-13
Consider staff contracts for key positions of
Master and Chief Engineer FHR 31-Oct-13
Validate the benefits of the cadet program and
re-instate if justified - Proposal to Nigeria cadet
program
FHR 31-Oct-13 1
2
(Initiated viameeting with
FHR 27/08/13)Oct-13 Oct-13
April'14 June'14
4
Initial Due
Date
Revised
Due Date
Actual
Completion
Date
Slippage In
Months
Progress Rating
Action Owner
2Blue print /
BE ConsulOSV
BASS Net Implementation & Multiple gaps in PMS /
Operations
1) Preventive maintenance schedule not reflectingmakers recommendations.
2) Unclear who is to develop, review and approve the
PMS for a particular vessel.
3) PMS check sheet too generic to be used for all type
of vessels.
4) PMS check sheets sighted were updated inaccurately
(copy and paste from previous reading and wrong
readings)
5) Difficulty of monitoring maintenance status i.e.
deferral, overdue, completed and corrective action due
to lack of matrix type PMS report.6) The Capt. for ATH82 was using older version of
checklist (PLANNED MAINTENANCE SCHEDULE - DECK
MACHINERY) from OSV SMS Manual to keep track of
routine check as new version is not yet available.
7) Lack of Technical Superintendent to support
activities in East Malaysia fleet.
8) propeller entanglement due to fishing net and other
things
9) Radar frequent malfunction onboard ATH82
10) AE frequent repair onboard ATM
11) very high steel renewal during docking for ATM
12) battery frequent replacement
13) AC/chiller/freezer frequent breakdown
14)copper tubing leaking
15) compressor frequent breakdown
16) SW piping failure
Recommended Action PlanProgress Update
(As of 03-Dec-13)
ASSET INTEGRITY MANAGEMENT:
1) AIM General Document Completing mid April,
circulating for Internal review
2) Corrosion Management Plan - Planned completionmid April.
3) Inspection & Maintenance Management Plan -
Planned completion around mid April.
4) PMS - Inline with BASSNET.
FHR/FAIT/
OPS
Phase out manual reporting & monitoring during this
transition period and Move to BASS by April 2014.
-BASSnet reporting being sent by BASS team member
on weekly basis.
FAIT/OPS
Clear communications to crew on what we expect from
them - High level of compliance
- 27 vessels senior officers being trained on BASSnet.
Senior offices on every vessel are recommended to
undergo BASSnet training/refresher before sign-on.Applies to all bases
- 2 x IT personel in Nigeria being trained how to
troubleshot/install BASSnet in case of any future failure
to the operating system
U / Department: OSV
O.E ID SourceBU /
Dept.O.E Improvement Description
3BE Cons /
Blue printOSV
High Turnover:
How do we build loyalty and accountability among our
crew?
Crew retention
Crew hiring
Pressure on the market
Are our wages on par with the market
Crew ownership
1Blue print /
BE ConsulOSV
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4 Blue print OSV
Crew competencies / Training Crew training new
PSVs, sophisticated systems
is there a management system in place? Do we need
one like AMOs
planned ETOs / ECDIS training - Competency
system in place already. REF STCW 95
Planned CE/ETOs for DP maintenance course. ECDIS
training for vessels fitted. Competency system in place
already. REF STCW 95
FHR/FAIT/
OPS
(Initiated via
meeting with
FHR 27/08/13)
4
5 Blue print OSV HSE Improvements 1. PAP HAM/ACT Rewards OSV / HSE 31-Dec-13
Implementation of Ship Energy Efficiency Management
Plan (SEEMP)
Roll-out on Oct-13.
FAIT/OPS 31-Oct-13 31-Oct-13 4
Monitoring of Energy Performance* Energy efficiency
indicator is one of the module in environmental
specification (cintellate) maintained by Copr HSSEQ.
Collection & monitoring of SEEMP data is on-going and
consistenly analysed to check against compliance.
Improvement measures shall be identified next year.
FAIT/OPS 31-Oct-13 12-Nov-13 1 4
7 Blue print OSV Emission ControlOngoing review/consider vessels to apply/how
to apply?Diesel Electric Engine for new vessels? Target to be fitted on
AT 300 / Mawei ProjectArduni/ OSV 31-Dec-13
8 Blue print OSV Fuel pilferingDifficult to manage-above actions help
somewhat, other ideas to consider
Fuel oil flow meters being installed. Currently AT23 &
AT26 have been installed with remote monitoring
system which can be accessed and tracked via web.
Trials have been extended to effect new changes to
enhance monitoring.
FAIT/OPS 15-Nov-13 1
1. Simplifying OSV SMS and MSM - A master
and CE would assist HSE to amend SMS and
MSM. Investigation Procedure also would be
reviewed.
OSV / HSE 31-Dec-13 2
2. Implementation of AIMS? 2. Vessel specific PMS as per BASS Net FAIT/OPS April'14 2
Currently being updated by OSV - E&Y audit
findings tooCommissioning SOP FAIT 30-Sep-13 30-Sep-13 2 4
6 Blue print OSV Fuel EfficiencyOngoing review/consider vessels to apply/how
to apply?
9 BE cons OSV
Other Improvement Areas from BE Consultants:
1. Incident reporting and investigation procedures are
too simplistic with insufficient focus on root cause
analysis and process/people changes to prevent
recurrence
2. A robust communication infrastructure
Maintenance strategy is currently driven by Class
requirements and should be driven by optimised life-
cycle costing based on reliability and utilisation data.
-
SOP'S Implementation:
'1) OSV PMT team to implement OSV SOPs including:
- OSV Final Document Handover Procedure, OSV-
FDHO-8502
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China yard / Namcheong strategy to revisit.Completion (handing over) SOP included in
commissioning SOPFAIT 30-Sep-13 30-Sep-13 2 4
Bulletin system to implement for group FAIT/OPS 4
Share the Operation Lesson Learned in common
database
Share the Operation Lesson Learned in common
database - Flash Outs & the same maintained in
GALLEON
FAIT/OPS 4
Share within Cintellate FAIT/OPS Feb-14 2
12 QIW OSV Document Management System? "VISTA" launch Aug 2013 - Implement in OSV OPS Feb-14
1. In place - verify - Risk Identified by BE Consultant
need to be reviewed by OSV.FAIT/OPS 4
2. P-trap system in place - safe distance and reportingre-inforced. Purchase of software has concluded.
FAIT/OPS 31-Oct-13 31-Dec-13 2 3
Design review for new build to avoid poor
design of systems,Design review for new build to avoid poor design of
systems. Lesson learnt database in place.FAIT 4
Component vendor selection,
AVL, etc.
_SW piping rubber coated (WSD1000)
_Main deck with portable opening (WSD1000).
_MGSP installation during building stage (WSD1000)
FAIT 4
Hard to standardize with multiple engine types.Hard to standardize with multiple engine types.
Ongoing review to make common critical parts list.FAIT/OPS 15-Nov-13 31-Dec-13 2
Ongoing review to make common critical partslists.
Additional split units/spare compressors/AC tech FAIT/OPS 4
Simplified annual audit planning Ops & Tech Sup
audit combined - no more overlap - one
checklistFAIT/OPS Jan-14
Redefined job descriptions to improve efficiency -
OngoingOSV 4
Redefined OSV logistics group function to
improve efficiencyEmployed OSV 4
1 16 3 56
OE Total Improvements / Gaps: 16
OE Recommendation: 31
OE Recommendation closed: 14
Planned Progress ( till current Month): 61%
Actual Progress: 61%
13 BE cons OSV1.Helicopter operations on OSVs (3 in total).
2.Security arrangements in troubled waters.
1. In place - verify - Risk Identified by BE
Consultant need to be reviewed by OSV.
2. P-trap system in place - safe distance and
reporting re-inforced.
,
- Vendor Coordination Procedure & Reporting
Procedure, OSV-VCP-8503
2. NO QA/QC, Engineering, HSE, Mechanical completion
& commissioning resources sighted in Org chart.
Lack or No Lesson Learned data base and
communication.OSV
11
QIW /
Consultant
reports
16 OE OSV Other Improvement Plan
14 COPQ OSV
Inadequate spec during new-build or Non
compliance construction by Yard
- SW piping frequent repair due to corrosion.
- OBM tanks design faulty, cannot discharge fully and
remaining's can block pipeline and tanks.
- main deck not having portable opening to facilitate
moving in/out of big equipment from under deck.
- installation of MGPS to be done at the early stage
- piping system clog / corrosion
- at low level, OBM cannot be pumped out and left
excessive ROB
- design of bulk cargo tank bottom which makes it
difficult to clear the tank as the level is low.
15 LL OSV
Inadequate Spares
- lack of critical spares
- no spares standardization
- all due to different makers
- Workboat AC frequent breakdown
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a Berhad Private and Confidentialction Register
: Noor Azmi Abdul Malek
Person: Razali
1
(Started 25%)
2
(In progress
50%)
3
(In progress
75%)
4
(Completed
100%)
Issue Lesson Learned register - for all Projects
done / in progressRazali 1-Jul-13 4
Communication to all personnel's in BU and
Project PersonnelsRazali ongoing 2
Applicable LL to translate in to Risk for Future
ProjectsRazali 1-Jul-13 4
LL workshop for each project incl FEED on
completion - - D1, Balnaves, C7 -Yearly Once.Razali ongoing 2
Engineering Quality Managment Plan - Feed &
Detail - Major RevisionCompleted (Closed) Razali 1-Sep-13 1-Sep-13
Design Control Procedure Completed (Closed) Razali 1-Sep-13 1-Sep-13
Design Change procedure ( Change
Management Procedure) - Corp SOPUsed CORP SOP (Closed) Razali 1-Sep-13 1-Sep-13
Technical Bid evaluation Procedure In progress Razali 1-Sep-13 2
QA Instruction to Sub-contractors - Engineering
(Change to Procedure for Subcontracting
Engineering services)
Completed (Closed) Razali 1-Sep-13 1-Sep-13
Hazop procedure Completed (Closed) Razali 1-Sep-13 1-Sep-13
TA Authority Procedure Completed (Closed) Razali 1-Sep-13 1-Sep-13
ITP
Completed - Covered in Engineering
Quality Plan Procedure under the QA plan
matrix (Closed)
Razali 1-Sep-13 1-Sep-13
Interface Management - Done - to Re Review Used existing approved procedure Razali 1-Sep-13 1-Sep-13
Technical Queries - Done - to Re Review Used existing approved procedure Razali 1-Sep-13 1-Sep-13
Internal workshop to fromulate design and
const drawing freeze startegyRazali 1-Jul-13 4
Workshop with Project for Input / agree on
design and const drawing freeze startegyRazali 1-Jul-13 4
Two Design / Drawing freeze option to be
developed by Eng/Projects- One for Less
regulated / complex enviromental project.
Another one for more regulated / complex
enviromental project
Razali 1-Jul-13 4
Change management tracking (post freeze
AFD) to be improved -Change register
maintained for all disciplines
Razali 1-Jul-13 4
Modify the existing procedure (Design control &
Design Freeze and Change mangement) and
Implement the agreed system
Razali 1-Jul-13 4
4
Initial Due
Date
Revised Due
Date
Actual
Completion
Date
Slippage In
Months
Progress Rating
rtment: BAE
Source BU / Dept. O.E Improvement Description Action OwnerProgress Update
(As of 27-Nov-13)
QIW /
Consultant
reports
BAE Lack or No Lesson Learned data base andcommunication to team.
Recommended Action Plan
Aud, QIW BAEBAE Management System development (SOPs
overdue 1 year plus)
QIW BAE
No proper Freezing of drawing design and
documents from (P&IDs). Changes after AFD are
incurring many additional site costs.Dynamac/Keppel VORs.
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a Berhad Private and Confidential
1
(Started 25%)
2
(In progress
50%)
3
(In progress
75%)
4
(Completed
100%)
Initial Due
Date
Revised Due
Date
Actual
Completion
Date
Slippage In
Months
Progress Rating
Source BU / Dept. O.E Improvement Description Action OwnerProgress Update
(As of 27-Nov-13)
Recommended Action Plan
Improve Procurement & Tender committee
process - due to delay between TBE
completion to Actual awards affects vendor info
required for design & drawing activity. (late
vendor info = late design)
Razali /
Procurement
Conduct Commercial / Schedule impact analysis
for late changes proposed by vendor
Eng Commercial
manager
MOC process should be applied to procurement
changes initiated by Vendor as it greatly affectsProject schedule and cost. Procurement MOC?
Vendor deviation process?
Razali /Procurement
Providing Priced PO for lead design Engineers to
better control costs.Not agreed by Procurement
Razali /
Procurement
Engineering and Procurement interface
workshop session to be arranged to better align
dept. processes
Razali /
Procurement
Adequate Resources and Schedule for
Process and Detail Engineering - Due to lack
of input to design schedule most of the dates
assumed for packages / equipment areinaccurate. AFC Issued based on assumption
data leading to late changes after award and
construction.
_ _ _ _ 0 0 0 0
Realistic Engineering Schedule - Engineering
to be invloved / provide input to schedule at
kick off/ during Project initial scheduling (min
time required for design) and detail
engineering.
Razali/Azmi/Ben
Dedicated Planner for Engineering activities -
FEED and detail engineering-all projects Azmi
Outsource Specialised engineering process -
Summarise the specialised vendors and have
Framework contract with those vendorsRazali / Theo
Combined Materials (Metallurgist)/Corrosion /
Welding/NDT/ and Coating Engineer? (To add
to Project org (KL based) covering all projects).
Projects/Eng-
Jesse/Azmi
More Expeditors needed to ensure VDRL itemsare on time (avoiding late design) - which then
impacts site (VORs) (Sis) (MOC items)
Expeditors shall be by Procurement
Department not EngineeringRazali
Document Controllers must expedite VDRL
documents - this is not occurring
Document Control procedure to revise. No
progress yetRazali
Ensure proper drawing and document review
process, plus IDC Check with standard design
and drawing verification checklist
Discipline Internal Check & IDC procedures
have been developed and approved.
Checklist preparation in progress andf
target to complete by end of DEC.
Razali / Leads 1-Aug-13 31-Dec-13 3 3
QIW, AUD,
COPQ
BAE - TGT
Project
Late Design / Drawing Changes after Award
or fabrication: Structural / Piping / E&I /
Layout drawing revisions, clashes.
Additional of Corrosion Inhibitor system.
LV Switchgear Modification Work Including Addition-
Deletion.
Additional 2 pressure relief valves for FW line.
Fabrication and supply of slug catcher pipe system -
Additional work due to design change based on
quote ref : JN983-VO1-REV.3
Piping spool modification after fabrication &
Installation - ref COPQ dynamac SI report & KSL SI
Report - approx 200 Over spools
Armada TGT requested that Sofec provides one
each spare pump and one each spare electric motorfor the HPU
Additional Cable for LAN/Telephone/TV Sockets
Late Design change after Award - 249 Surplus
Manual valves procured
COPQ BAE / MajProj - D1
Late Material spec / Sizing Changes after
Award or fabrication:
Addition / Deletion of control Valves, Revision of
Valve sizes and Trim Materials
Additional (new requirement) SS316L material and
machining works, to provide flange bearing (new
requirement).
9 no's chain stopper and work carry out with repair
Changes in Piping Material & requirements of
Revised P&ID's
MWAJ material Change
Info
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a Berhad Private and Confidential
1
(Started 25%)
2
(In progress
50%)
3
(In progress
75%)
4
(Completed
100%)
Initial Due
Date
Revised Due
Date
Actual
Completion
Date
Slippage In
Months
Progress Rating
Source BU / Dept. O.E Improvement Description Action OwnerProgress Update
(As of 27-Nov-13)
Recommended Action Plan
COPQBAE / Maj
Proj - TGT
Poor Interface and vendor data verification
Changes of the cabling in the Low Voltage Slip Ring
from single mode to multi mode cable to be
compatible with vessel side cabling. - Interface
issue
Proper interface review and vendor data review
- Identify the extended scope and multiple
vendors interface
Handle as per Interface management
procedure.Leads Oct-13 4
QIW BAE / Proc
No Standard Technical bid evaluation / clarification
process and forms (templates) for business group
for easy interpretation and to improve process
period.
Technical Bid Evaluation and Clarification SOP
will be developed by Engineering and same
shall be used by all Business group.
In progress Razali 13-Sep-13 2 2
Ensure proper drawing and document review
process, plus IDC Check with standard design
and drawing verification checklist
Discipline Internal Check & IDC procedures
have been developed and approved.Checklist preparation in progress and
target to complete by end of DEC.
Razali / Leads 1-Aug-13 31-Dec-13 2
Ensure Engineering internal audit program is in
place (prepare and implement audit schedule)-
for self improvement for key process (SOPs)
Audit plan has been developed and Vendor
(Oil Tech) has been audited on July 2013Razali 1-Aug-13 NA Jul-13 4
As built Documentation - Check with ops? AMO
CSR-
Petrofac
/petronas
BAE
Lack of Technical competency system - BAB
engineers
Balnaves project TA system in place - TA /
competency Gap analysis in progress. final list
shall be submitted and approved by Validation.
TA's document have been completed
compilation. Submission for approval to
Validation body is not required.
Razali 1-Jul-13 NA 1-Jul-13 4
VFR-DYM BAE High spec requirement is another constraint Establish general specs for BAE in progressCompleted 29 Nos of Corporate
Engineering standardRazali 13-Sep-13 4
_ 0 0 0
_ _ _ 0 0 0 0
_ _ _ 0
_
_ _ _ 0 0 0 0
BAB Modules Pancake design could be improved
Engineering deliverables could be improved
Late issuance of changes /modifications
VFR-DYM BAE
Engineering Deliverables need to Improved -
delayed more than two months from Scheduled
date - Many revisions and delays jeoparadizing the
schedule & Budget.
BAB to look in to the issue of releasing / issuing the
structure/piping isometrics revisions after the
scheduled cut-off date
_Info
Info
CSR-Eni /
HLJOC /
Petrofac
/petronas
BAE
Accuracy and completeness of records & reports,
submittals & other deliverables / documentation
Quality of design & drawings
VFR-DYM BAE
BAB could improve their structural design by
considering tight construction schedule of 7 -8
months. BAB Seams Very much conservative in
weight control at the expense of Labour which is
increasing our construction time, cost and especially
nearly thousands of Stiffners.
Info
VFR-DYM BAE
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a Berhad Private and Confidential
1
(Started 25%)
2
(In progress
50%)
3
(In progress
75%)
4
(Completed
100%)
Initial Due
Date
Revised Due
Date
Actual
Completion
Date
Slippage In
Months
Progress Rating
Source BU / Dept. O.E Improvement Description Action OwnerProgress Update
(As of 27-Nov-13)
Recommended Action Plan
AUD-BAB
NCR
Maj Proj /
BAE
Validation NCR - Issued by BAB QA - Apr-2013
Validation comments tracking register Not
adequate info Individual comments are not tracked
Vendor Design Document submission to validation
(SCE) No VDRL Submitted and waiver sighted
from Validation for this exemption.
Nominated Codes & Standards for Old and New
Equipment / Structures agreed with Validation are
not adequately listed in BAB Design Specs whichissued for vendor and BAE design
Response to Validation body comments are slow,
Min & Max Overdue days - 11 & 99 respectively.
Open CRS 42, No of doc commented open is 58
Validation NCR? Actions?
Need to set a meeting to discuss again on
the findings. Ownership of the NCR not
agreed to the finding raised by Raja
NCR already closed
Razali 13-Sep-13 19-Jul-13 4
Obs BAE Training Engineering training program?
Training program and schedule for
Balnaves project has been developed and
most of them have attended the training
as planned.
Razali 1-Jul-13 NA 1-Jul-13 4
0 8 3 28
OE Total Improvements / Gaps: 15
OE Recommendation: 31
OE Recommendation closed: 7
Planned Progress ( till current Month): 45%
Actual Progress: 31%
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O.E Action Register
.E Owner: Steve Whitely
.E Focal Person: Karen Jacka
1
(Started 25%)
2
(In progress
50%)
3
(In progress
75%)
4
(Completed
100%)
"Management decision on Perdana and other facilities with less
than 2 years remaining on contract was to leave as is. Inventory
management level have never been established properly on these
facilities. TGT sparing review and upgrade completed on budget
allocated ; still inadequate as only criticality 1 and some criticality
2 equipment have been spared properly due to budget restriction.
Same can be done for Armada Sterling but need similar
budget assignment. - Action: Funding Decision required.
Alvin Strang TBA
The example of not servcing PSVs due to no spare parts is invalid
and indicates a planning/procurement problem not a spare issue.
If one is about to service/conduct PMs on PSVs that is a time
based task with a long interval between tasks, one normally does
not need to carry spares for PSVs. One plans this activity in
advance and orders the spares one believes will be required
based on assessment/history/service conditions since last service.
The real action here is for planner to do their jobs and look ahead
for this work/check we have spares and order if not/confirm we
have tech knowledge/process and equipment to do the task
before the work becomes overdue - Bassnet has a float facility
that can be used for this purpose - it flags the task coming in the
future and allow the planning/spares/ materials requirement to
be done and ordered/delivered before the task becomes due.
Provide the detail according to facility situation for CMMS in KL to
update job details
Facility
Planners/SptdsTBA
2AUD-CAR,
ApacheAMO
Overdue maintenance task of all facilities (Perdana,
Perkasa and TGT) due to lacking of spare parts or
waiting for shutdown.
Again this is a planning/procurement issue not a sparing issue
unless a decision is made to hold a lot more spare inventory/and
tie up capital in the store.The bassnet system should be used to
look ahead and plan task/confirm and order spares .
Planners should not be scheduling tasks when the required
operational condition are not available. - they should develop
shutdown lists of tasks that require differnet levels of plant
shutdown and keep the Maint Suptd informed/updated on the list
and how overdue the tasks are so case for outage can be pressed
and/or other mitigations can be implemented.
Facility
Planners/SptdsTBA
3
AUD-NCR,
Apache ,
Eni
AMO Asset Integrity management System - AMOA comprehensive and formalised Asset Integrity Managememt
Sysytem is in the process of being rolled out.Dennis Ward 31-Dec-13
1 AUD-CAR AMO
Spare parts Stock level is none or fewer than the
recommended quantity in many areas. E.g.: safety
critical items like safety relief valves were not
serviced/changed as per schedule due to lack of
spare parts - Refer Armada Perdana records in BASS
Revised Due
Date
Actual
Completion
Date
Slippage In
Months
Progress Rating
U / Department: AMO
Recommended Action Plan Action OwnerInitial Due
Date
Progress Update
(As of 29-Nov-13)O.E ID Source BU / Dept. O.E Improvement Description
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4
QIW /
Consultant
reports
AMOLack of or No Lesson Learned data base and
communication.
A combined LL/COPQ database has been developed (in
compliance with the COPQ Procedure and LL Procedure) for each
FPSO Facility and is updated weekly during the Leadership Team
Meeting. What is not clear is how items are actioned following
reporting of the items - Corporate Quality to communicate an
effective framework for this (is it Cintellate?). Discussions andtraining to be provided by Corporate Quality.
Response from Corp QA
Cintelalte has LL / COPQ module with action tracking ( if
required). Corpoarate HSEQ provided two session trainings to
advance users of all BU, another training session would be
provided for those not attended.
AMO should start use cintellate data base for capturing LL and
communicate to action parties.
Awaiting training for Cintellate. AMO TBA
5 QIW AMOEfficient and reliable CMMS Database? development
from project phase
Internal deliverables from project/engineering - action should be
for us to define the deliverables and required schedule - project
/engineering to deliver. This will always be conflict due to timing
of engineering documents availability.
Will develop comprehensive list and
the months/lead time before required
" approved CMMS required onboard
date"
Dennis Ward /
Michael Russel31-Dec-13 2
6 QIW AMO Document Management System
The AMO CAMS is in the process of being built into a
comprehensive management system. The Document
Management System (DMS) is included in this system. The new
VISTA System will also tie in to the DMS.
Karen Jacka 31-May-14 2
7 BE cons AMO
Potential improvements were identified with FPSO
Operations that will help protect the core business
during the current growth phase
With the CAMS build, a number of improvements are being
incorporated within the AMO management system, these include
but are not limited to:
1. Facility Hazard & Effect Registers
2. Interview Guidelines
3. CBTAs for all Facilities
4. Facility Management Plans - health, waste, emergency
5. Interface procedures, etc.
Karen Jacka 31-Oct-14 1
8 BE cons AMOOff-take tankers and helicopter operations are
significant risks and need to be evaluatedIncluded in above - Hazard & Effects Register. Karen Jacka 31-Oct-14 1
9 COPQ AMO
Lack of thorough project's planning:
- failure to meet requirements at project stage -
client, statutory, regulation
- failure to capture 'Lesson Learned' and use them
in next project.
A Regulatory Compliance Manager has been appointed within
AMO to address these requirements via Regulatory Compliance
Plans (in conjunction with Projects).
The RC Manager will however need to be informed by other
bussinees/suport units what projects are on the go and this
requires close working between the BAB support units.
Lessons Learned are being formally captured and have been
communicated - e.g. D1 LL for C7.
Karen Jacka On-going 2
2 6 0 0
OE Total Improvements / Gaps: 10
OE Recommendation: 11
OE Recommendation closed: 0
Planned Progress ( till current Month): 9%
Actual Progress: 18%
This will be captured in the new Health Management Plans.
Apache is the Duty Holder in Austratlia and thus their Health
Managememnt System will be adopted. Karen Jacka has had
discussions with Colin Know with regards this.
Andrew Gill 31-Mar-14Not started.10AUD-OBS
(Apache)AMO / HR
BAB only carry out pre-employment health checksthey do not have a continuous system for monitoring
the health of their personnel.
BAB does not identify those situations where
employee health surveillance is required and the
implementation of appropriate systems to monitor
the health personnel. This is a requirements of
OHSAS 18001 and NZS/AS 4801
And would be expected to be in place when working
in Australia.
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a Berhad Private and Confidentialction Register
r: Eric Cheong
Person: Jonathan
1
(Started 25%)
2
(In progress
50%)
3
(In progress
75%)
4
(Completed
100%)
Review SOP - Vendors Criticality assessment to be
revisitedJonathan 1-Aug-13 3
Establish Communication / action taken
subsequent improvement process by vendor based
on Performance evaluation
Jonathan 1-Aug-13 3
Ops / project should initiate the evaluation
process. Feedback of the evaluation report issued
to Proc for further action
Interface workshop
& Agree - with Ops
team
Interface
workshop Date
Establish Material Master coding in SAP will
address AVL issues - for further discussion with
Ops/Engg/T&I/MP /OSV interface workshop for
proper implementation
Identify focal point for each BU /dept. and start
issue Pre q records for assessment. E.g.: HSEQ,
Operations, Engg, etc. as specified in SOP
Interface
workshop -
with all BU
Vista can be utilized (DDM) for review and
approval process till dedicated software identified
and implemented.
T&I Single source issue - Early warning to
procurement regarding single source in order tocomply min bidders requirement also Pre Q
potential vendor - discuss further in Interface
workshop
Interfaceworkshop -
with T&I
AUD - CAR,
EniCORP - Proc
Critically rating not fully implemented to all vendors
Critically rating selectively used depending on technicality
and values of the items
Criticality Rating shall be specified in PR and
procurement will ensure that captured in PO.
AUD-NCR CORP - ProcLengthy & Delayed Procurement process in Nigeria
Operation
Procurement process is took over by BAB from
Century to improve the Nigeria procurement
activity - Verify
Interface
workshop -
with AMO/OSV
Interface with Engg / T&I / AMO / OSV workshop
Interface
workshop -
with all BU
Establishing Material Master coding in SAP may
resolve this issue - same as item no 2
Need to verify?
rtment : PROCUREMENT
Source BU / Dept. O.E Improvement Description
AUD - CAR,
Eni, QIWCORP - Proc
Pre-Q not carried out as per procedure
No complete involvement from other dept.
1.Engineering and FPSO Operations were not involved or
seldom involved in Pre Qualification Process
2.Inadequate Team to perform this task - Closed
3.No Comprehensive vendor list - Equipment
manufacturer or service providers with qualified ranges
and products/service - Material Master
4. Ops was not involved in FPSO Projects approved
vendor list selection or shortlisting process.
5. Both bidding / PO and prequalification happen
simultaneously and delay bidding / PO process
QIW CORP - Proc
Lack of information in PR while raise in SAP by requester
(Engg & Business group) which may result inadequate
PO description and discrepancy in later stage of project
execution.
Revised Due
Date
Actual
Completion
Date
Slippage In
Months
Progress Rating
QIW CORP - Proc
Engineering and other potential discipline personnel's are
not involved in un priced PO content review before
awarding which is essential to ensure all required details
and contents are captured in PO.
Presently Procurement and Contracts only involved in
this process.
Action OwnerInitial Due
Date
AUD - CAR,
Eni, QIWCORP - Proc
Vendors Performance Evaluation:
1. Vendor performance & evaluation and vendor
performance report generation, Communication to
vendors, Improvement action Tracking.
2. OPS was not involved in performance evaluation of
vendors - e.g.: end of first year's operation (initial
performance evaluation)
Recommended Action Plan Progress Update
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a Berhad Private and Confidential
1
(Started 25%)
2
(In progress
50%)
3
(In progress
75%)
4
(Completed
100%)
Source BU / Dept. O.E Improvement DescriptionRevised Due
Date
Actual
Completion
Date
Slippage In
Months
Progress Rating
Action OwnerInitial Due
Date
Recommended Action Plan Progress Update
QIW CORP - Proc
P.O ATTACHMENT DOCUMENTS GAPS? Some contract
variations occur due to lack of P.O specifications, etc. Rootcause? Do we need to ensure improved PO / contractspackages? & attachments?
Purchase order / Request standard template to be
developed. List of standard documents list to be
identified- Need to further discussion with
Interface workshop - Engg
Interface
workshop with
Engg
QIW CORP - Proc
Expediting of following items needs improved -
Engineering Deliverables, Product delivery, Logistics,
Comm & Ops spare delivery, Inspection, progress, final
documents and etc.
Expediting resources being expanded - incl
Manager - Close liaise with package engineer
AUD-NCR
(Apache) CORP - Proc
Project Personnel and Other relevant personnel's do not
received copies of un-priced Purchase Orders. Need to verify with Gary-project QA?
AUD-NCR
(Apache)CORP - Proc
Ina equate invo vement o project personne i e Ops,
HSE in:
Development or approval of PO Bid List
RFQ Review or RFQ approval
Quality/Technical Bid Evaluations
Bid Clarification Meetings (BCM)
Review/sign off of PO documentation prior to issue
Criticality Level (that is, the level of BAB Vendor
Inspections) not included in PO documentation
Proper DDM to be established for each of these
activities at commencement - To be discussed with
PM & Maj proj -
Interface
workshop with
Major Projects
BAE -OE CORP - Proc
Improve Procurement & Tender committee process -
due to delay between TBE completion to Actual awards
affects vendor info required for design & drawing activity.
(late vendor info = late design)
Raise major gap items with Senior managementthrough gap analysis workshop for OE. Including
this item.
BAE -OE CORP - Proc
MOC process should be applied to procurement changes
initiated by Vendor as it greatly affects Project schedule
and cost. Procurement MOC? Vendor deviation process?
discuss during interface workshop
BAE -OE CORP - ProcProviding Priced PO for lead design Engineers to better
control costs.
discuss during interface workshop, master coding
may help
BAE -OE CORP - ProcEngineering and Procurement interface workshop session
to be arranged to better align dept. processesas above
T&I - OE CORP - Proc
Develop frame agreement with critical sub-contractor for
trainings and operational consumables (PPE, lubes,
rigging etc.) improving procurement efficiency
preparing / also possible service order Jonathan
T&I - OE CORP - ProcOperate logistic supporting bases in Caspian sea and Far
East Asiastarted Astrakhan - Lukoil,
NCR CORP - Proc TGT 1 BDV & SDV valve failures? EnFlow & Ringo Valves. ongoing
AUD - CAR,Apache
CORP - ProcApache Audit Findings - Lack of QA/QC involvement inthe Procurement process until after P.O. award.
as above
AUD - CAR,
ApacheCORP - Proc
Apache Audit Findings - QA/QC Manager not received
copies of un-priced Purchase Orders.as above
AUD - CAR,
ApacheCORP - Proc Apache Audit Findings - Category I and II Vendors and P.O.s to
Apache - Not Issuedas above
QIW CORP - Proc KPI's - E.g.: RFQ to Award, Etc. re-visit KPIs and decide applicable
AMO - 1 buyer, T&I 2 buyers,1 PM, 2 matlcoordinators, Projects- sourcing Proc mgr, OSV - 1
buyer and admin
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a Berhad Private and Confidential
1
(Started 25%)
2
(In progress
50%)
3
(In progress
75%)
4
(Completed
100%)
Source BU / Dept. O.E Improvement DescriptionRevised Due
Date
Actual
Completion
Date
Slippage In
Months
Progress Rating
Action OwnerInitial Due
Date
Recommended Action Plan Progress Update
Logistic dept., KL based,
Procurement SOPs to be revisited,
Materials management - Equipment preservation
SOP0 0 0 0
OE Total Improvements / Gaps: 22
OE Recommendation: 23
OE Recommendation closed: 0
Planned Progress ( till current Month): 9%
Actual Progress: 0%
Other's CORP - Proc Any other planned improvements from Procurement?
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a Berhad Private and Confidentialction Register
Noval
Person : Thayalan
1
(Started 25%)
2
(In progress
50%)
3
(In progress
75%)
4
(Completed
100%)
AUD - CAR
/ BE ConsCORP - HSE
HSE Management system document gaps -
1) an effective management system framework
exists across the business but is not consistently
applied across all Business Units (BUs) - Policies
Realignment and review of HSE SOP'sand reports
after Cintellate Launch - Integrated Management
System deployment
Thayalan Dec-13
AUD - CAR
& CRM / BE
Cons
Security
Crisis Management System
BABs emergency response capability needs to be
reviewed and owned at a corporate level
Policy and Crisis management standard being
developed, aligned to ISO 22301.Michael Sep-13 2
Audit HSE
HSE Continual improvement process like corrective,
preventive action register, LL register not verifiable
QA-MM-9630Verify through cintellate once rolled out Thayalan Dec-13
Audit HSESenior management Site Visit Report system not
demonstrable HSE-IANP-9604 Close - Andy has reports Verify - Raja
Audit HSE
Emergency response drill records and effectiveness
report not verifiable HSE-EPR-9632 Verify - building Drill reports Verify - Raja
Audit HSE
Implementation of ACT and positive observation
card for FPSO operation not verifiable HSE-HOS-
9640Verify through cintellate once rolled out Thayalan Dec-13
Audit HSECategorization. trend analysis of HSE incidents and
accidents sighted QA-MM-9630 Verify through cintellate once rolled out Thayalan Dec-13
Audit HSEHSE training records and plan for employees not
verifiable.New HSE Training Coordinator joining in July end tocover corporate personnel's
Thayalan 31-Jul-134
BE cons HSE Policies - Identify & consolidate Discussion on policies between HSSEQ group Raja to arrange Jul-134
OE HSE Document Management System - Vessels & Office Document Management Alignment- apparent overlapwith BASS- to stud and assess with I.T dept.
Thayalan Aug-13
OE Env PWC greenhouse gas inventory, in cintellate Thayalan / Arduni Oct-134
OE Env2013-2015 detailed action plan to improve carbonemissions targets based on 14064
Raja-Verify Done 4
OE Env ABS to revisit corp env management framework, gapassessment, detailed action plan.
Thayalan / Arduni Dec-13
OE EnvBV / PWC to help develop corp Env manual inc energy
management
Thayalan / Arduni Dec-13
OE HSESafety Corporate campaigns: Dropped Objects; slip,trip and falls; etc Thayalan Q4 2013
OE HSE Global Safety Awareness Program Plus PAP Thayalan Q2 2014
OE HSE Corporate Induction and Training Plan Thayalan Q4 2013 72
OE HSE Corporate reward and Recognition Program Thayalan Q4 2013
0 0 0 4 4
OE Total Improvements / Gaps: 12
OE Recommendation: 18
OE Recommendation closed: 1
Planned Progress ( till current Month): 33%Actual Progress: 6%
Actual
Completion
Date
Slippage In
Months
Progress Rating
tment : HSSE
Source BU / Dept. O.E Improvement Description
HSE- Other Improvement plans
Action OwnerInitial Due
Date
Revised Due
Date
Environment - Other Improvement plans
Recommended Action Plan Progress Update
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O.E Action Register
O.E Owner: Cameron
O.E Focal Person: Raja
1O.E
WorkshopCORP - QUA
Detailed Quality Management Organisation
improvements - New Organisation Structure Major
projects / Quality Managemnt Group
2O.E
WorkshopCORP - QUA
Detailed Quality Management Organisation
improvements - reporting system not working with
current matrix organisation.
3O.E
WorkshopCORP - QUA
PQM / BU QM reporting systems must be properly
complied with.
4O.E
WorkshopCORP - QUA
COPQ must get 3 rd party audit by end 2013
latest.
5O.E
WorkshopCORP - QUA OE must get 3 rd party audit by end 2013 latest.
6O.E
WorkshopCORP - QUA COPQ awareness training currently ongoing.
7O.E
WorkshopCORP - QUA O.E Awareness program currently ongoing.
8O.E
WorkshopCORP - QUA
OE standards SOP reconciliation agree with each
BU one session to arrange and agree who
Prepares OE standards.
9O.E
WorkshopCORP - QUA Inputs for HSEQ IMS (OE actions)
10 O.EWorkshop
CORP - QUA OE Standards Development.
11O.E
WorkshopCORP - QUA NCR and QA Bulletin sharing system.
12 COPQ Maj Proj - D1Additional D1 turret refurbishment work (beyond
budget)
BU / Department :Quality Management / Audit & Compliance
O.E ID Source BU / Dept. O.E Improvement Description
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New positions to be included in the organisation -
Kraken PQM, Apache PQM, technical clerk.
Matrix organisation to be rectified.
NCR to be issued for noncompliance of not
complying to proper reporting system.
Proposed to use E&Y as 3rd party auditor for
COPQ. To get quotation from them.
Proposed to use E&Y as 3rd party auditor for OE.
To get quotation from them.
Corp Quality to coordinate and facilitate
sessions.Corp Quality to coordinate and facilitate
sessions.
One session for OE standards SOP to be
arranged so to get agreement with each BU and
decide who will be preparing the standards.
OE workshops to be conducted for all relevant
depts to consolidate gaps and action summaries.
Responsibility in preparing OE Standards to bediscussed and decided.Development of the system to be done with
input from other depts and BUs.
Recommended Action Plan Progress Update
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OE Total Improvements / Gaps: 12
OE Recommendation: 12
OE Recommendation closed: 0
Planned Progress ( till current Month): 58%
Actual Progress: 0%
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1
(Started 25%)
Jesse / Cameron Aug-133
Jesse / Cameron Aug-133
Raja / BU QA
manager Jul-134
TBA Nov-13
TBA Nov-13
Sudesh Dec-13
Sudesh Dec-13
Cameron / Raja Aug-13
3
Raja / Napisah Sep-132
Cameron / Raja Dec-13
Raja / Napisah Aug-13 3
QA/QC team Aug-13 3
Revised Due
Date
Actual
Completion
Date
Slippage In
Months
Action OwnerInitial Due
Date
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2
(In progress
50%)
3
(In progress
75%)
4
(Completed
100%)
48
fr Majproj
Progress Rating
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O.E Action Register
O.E Owner: Dept / BU Head
O.E Focal Person: Refer Action Owner
1
(Started
25%)
2
(In progress
50%)
3
(In progress
75%)
1.) Summarise all clarifications and finalise
promptly with vendors - EngineeringEngineering - Razali
2.) Set C7 as priority test case - Identify the lead
time required for Quotation received to TBE
Completion - Engineering
Engineering - Razali
3) Set C7 as priority test case - Identify the lead
time required for TBE to Award - Procurement
Procurement -
Jonnathan
4) 1-2 week - Leads to plan dates set timeframe
for TBE completion & Procurement to complete
award in reasonable time
Engineering - Razali
/ Procurement -
Jonnathan
5) MRs to capture changes to go with P.O -avoid
late changes - EngineeringEngineering - Razali
Prepare recommendations to TC from group Finance / Corp
Nomination of represntatives in the absence of TC
membersFinance / Corp
Revise LOA - in progress. Finance / Corp
Enforce Distribution for Vendor deviations to
include Ops, Eng, Proc, Commercial.
Procurement -
Jonnathan / Shafiq
(MOC) Re-visit Vendor deviation form QA/QC - Raja
establish DC DDM auto distribution Project DC
Providing Priced PO for lead design Engineers to better
control costs.
Package manager to be included in distribution of
priced P.Os
Procurement/DC -
Jonnathan / Shafiq
Engineering and Procurement interface workshop
session to be arranged to better align dept. processesto be arranged Razali / Jonnathan
Realistic Engineering Schedule - Engineering to be
invloved / provide input to schedule at kick off/ during
Project initial scheduling (min time required for
desi n and detai l en ineer in .
Earlier consultation from planning - discuss and
agree with planningRazali/Azmi/Ben
2 COPQ BAE / Maj Proj -D1
Late Material spec / Sizing Changes
after Award or fabrication:
Addition / Deletion of control Valves,
Revision of Valve sizes and Trim Materials
Additional (new requirement) SS316L
material and machining works, to provideflange bearing (new requirement).
9 no's chain stopper and work carry out with
repair
Changes in Piping Material & requirements of
Revised P&ID's
MWAJ material Change
Combined Materials (Metallurgist)/Corrosion /
Welding/NDT/ and Coating Engineer? (To add to
Project org (KL based) covering all projects).
Mini workshop - to review and agree process andaction parties
Projects/Eng-Jesse/Azmi
Avoid any such interfaces with sub-sea - leave it with
1 contractor PM/Eric/Elias
Establish clear contracting /execution strategy prior to
award.PM/Eric/Elias
4 COPQ Maj Proj - TGT
Incomplete mechanical completion and
turnover - Man Power required for M30/M80
integration on board FPSO after module load
out, Heating Coil Repair work at offshore
Free issue items must be delivered on time to
fabricators.Eric/Qa/QC
5 COPQ AMO
- no material controller causing material
went missing at project stage
- heat coil not changed causing them to be
changed during operation. Proper study has
to be conducted to assess their condition
before accepting.
For material receiving in the first stage is a project
responsibility not AMO. Following this the AMO
storekeeper does the MROB and inputs into CMMS
which is happening. For heating coils it is clear from
AMO that all heatings coils are to be renewed during
the project phase.
Projects TBA
6 COPQ AMO
Improper maintenance / low quality product
purchased:
- repeat order of same equipment in SAP
- lack of spare management
- many pending maintenance jobs in BASS
Purchasing/QA-QC policy with QA and procurement
department for action plan.
There is a spares management system in Bassnet and
if populated and used properly provides for adequate
spares management. Pending jobs are a planning
issue as per previous.
Procurement TBA
7 LL AMO
Inadequate spec during new-build:
- installation of heat sensitive equipment
(i.e. air compressor, PLC panels) in the ER
causing them to malfunction.
- inappropriate installation of crowcon gas
detector. allowing water ingress to damage
them.
- installation of drain line not considering
the vessels trim during operation.
- fire ring main valves of wrong spec - placement of the crane to ensure that it
can lift the engine
- WHRU not installed
- improper painting job done causing paint
blistering
All the items in this list are eng/projects not AMO as
such. Installing of such equipment is a No No and has
been advised many times by AMO and will be included
in the min guidelines that we will ask the CEO to sign
off on. Poor quality gas detectors and poor installation
is a project responsibility but will also be included in
the AMO Minimum Design Guidelines. Installation of
drain lines is a project responsibility again AMOignored in this respect. Fire water ring main valves
wrong spec is a purchasing and project issue will try
to include something on this in the AMO minimum
design guidelines. Location of crane to lift engines?
Believe it or not crane in fact is not situated to lift the
gas turbine engines and nor should it be.
Engineering /
Projects
TBA
8 QIW - ProcAMO / Maj Proj /
Proc
Lack of maintenance spares and tools that
seriously affects reliability and availability of
FPSO operations due to
1.) Lack of budget (Capex - 2 years spares
and open budget after two years operation)
2.) Delays in procurement process (due to JV
ops)
3.) Final approved 2 years spares list not
provided to Ops before procurement to
confirm initial Ops recommended spares is
being ordered.
Procurement/Finance process issues.
Lack of budget is a project management issue.
Nothing AIMS can do to help here.
PM/Procurement/Co
mmerical/AMOTBA
9 NCR Maj Proj - TGT /
QA / Proc
Poor Pipe Fittings and Pipes supplied byvendors and Keppel - approx 200 fittings
supplied by Chinese manufacturer rejected
due to cracks and other failures after
installation.
Purchasing - Keppel controls need enforced & better
receiving inspectionEric/Qa/QC
10
CSR-Eni /
HLJOC /
Petrofac
/petronas
BAE
Lack of Accuracy and completeness of
records & reports, submittals & other
deliverables / documentation
Quality of design & drawings
lack of As built Drawingsfor Ops- Check with ops? Are
As-built P&IDs complete and on board? (native files)
Perdana Perkasa, TGT, D1
mini-workshop to discuss As built SOP and agree
necessary changes, actions. Vendor as-built dwgs-
should be part of process-Vendor coordination
SOP
Razali / AMO 1-Aug-13 3
Standards and codes must be made available to all. Engineering
Distribute index of standards and codes to all
engineers and PMT / QA/QCEngineering
Subscription needed for full access to codes and
standardsRazali
Standards and codes must be made available Engineering
Distribute index of standards and codes to all
engineers and PMT / QA/QCEngineering
Subscription needed for full access to codes and
standardsEngineering
Recommended Action Plan
MOC process should be applied to procurement
changes initiated by Vendor as it greatly affects
Project schedule and cost. Procurement MOC? Vendor
deviation process?
3
Slippage
In Months
BU / Department: Interface - BAE / Major Projects / AMO / T&I / Procurement / Contracts
1QIW, AUD,
COPQ
BAE - TGT
Project
Late Design / Drawing Changes after
Award or fabrication: Structural / Piping
/ E&I / Layout drawing revisions,
clashes.
Additional of Corrosion Inhib itor system.
LV Switchgear Modification Work Including
Addition-Deletion.
Additional 2 pressure relief valves for FW
line.
Fabrication and supply of slug catcher pipe
system - Additional work due to design
change based on quote ref : JN983-VO1-
REV.3
Piping spool modification after fabrication &
Installation - ref COPQ dynamac SI report &
KSL SI Report - approx 200 Over spools
Armada TGT requested that Sofec provides
one each spare pump and one each spare
electric motor for the HPU
Additional Cable for LAN/Telephone/TV
Sockets
Late Design change after Award - 249
Surplus Manual valves procured
O.E ID Source BU / Dept. O.E Improvement Description
Actual
Completion
Date
Progress Update
11 O.E Maj Proj / Engg Other Improvements
Delay between TBE completion and Actual awardsaffects vendor info required for design & drawing
activity. (late vendor info = late design)
Slow Tender committee approval process
Progress Rating
1-Aug-13
To circulate proposed standrads access system to
each BU head for comment/input.
Interface actions Action OwnerInitial Due
Date
Revised Due
Date
3 COPQ Maj Proj - TGT
Scope Change after Award of PO / Contract -
Cancellation Charges of Mid Water ArchJacket
12 O.E Maj Proj / Engg Other Improvements
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13AUD - CAR, Eni,
QIWCORP - Proc
Vendors Performance Evaluation:
1. Vendor performance & evaluation and
vendor performance report generation,
Communication to vendors, Improvement
action Tracking.
2. OPS was not involved in performance
evaluation of vendors - e.g.: end of first
year's operation (initial performance
evaluation)
Ops / project should initiate the evaluation process.
Feedback of the evaluation report issued to Proc for
further action
Ops loss report and incident reports to be fed into
evaluation process - discuss the process - mini
workshop
AMO / Procurement
Establish Material Master coding in SAP will address
AVL issues - for further discussion with
Ops/Engg/T&I/MP /OSV interface workshop for proper
implementation
to discuss further - future workshopprocurement / AMO
/ BAE
Identify focal point for each BU /dept. and start issue
Pre q records for assessment. E.g.: HSEQ, Operations,
Engg, etc. as specified in SOP
DDM to be established by procurement - get
names of focal points and start process.Procurement
Interface with Engg / T&I / AMO / OSV workshop
Establishing Material Master coding in SAP may
resolve this issue - same as item no 2
16 QIW CORP - Proc
P.O ATTACHMENT DOCUMENTS GAPS? Some
contract variations occur due to lack of P.Oattachment SOPs and specifications, etc. Weneed to ensure improved PO / contracts
packages? & attachments?
Purchase order / Request standard template to be
developed. List of standard documents list to be
identified- Need to further discussion with Interface
workshop - Engg
Mini workshop - to review and agree process and
action parties
procurement / AMO
/ BAE / Projects
0 0 0
Note: A mini workshop to be arra nged between Procurement, AMO, BAE and Projects to discuss following issues in detail OE Total Improvements / Gaps: 16
1. Vendors / Contractors Evaluation process - AMO - Operations feedback on Vendors equipments performance OE Recommendation: 28
2. Combined Materials (Metallurgist)/Corrosion / Welding/NDT/ and Coating Engineer? (To add to Project org (KL based) covering all projects). OE Recommendation closed: 0
3. Establish Material Master by Procurement, BAE, AMO Planned Progress ( till current Month): 7%
4. Purchase order / Request standard template to be developed. List of standard documents list to be identified- Proc & BAE Actual Progress: 0%
15 QIW CORP - Proc
Lack of information in PR while raise in SAP
by requester (Engg & Business group) which
may result inadequate PO description and
discrepancy in later stage of project
execution.
14AUD - CAR, Eni,QIW
CORP - Proc
Pre-Q not carried out as per procedure
No input from other dept. (Ops e.g.)
1.Engineering and FPSO Operations were not
involved or seldom involved in Pre
Qualification Process
2.Inadequate Team to perform this task -
Closed
3.No Comprehensive vendor list - Equipmentmanufacturer or service providers with
qualified ranges and products/service -
Material Master
4. Ops was not involved in FPSO Projects
approved vendor l ist selection or shortlisting
process.
5. Both bidding / PO and prequalification
happen simultaneously and delay bidding /
PO process
BAE / Procurement interface workshop
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4
(Completed
100%)
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0
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O.E Action Register
O.E Owner: Grace
O.E Focal Person: Vishnu
1
(Started 25%)
2
(In progress
50%)
3
(In progress
75%)
4
(Completed
100%)
BC&C1InternalEvaluation
BrandCommunications & CSR
Brand equity evaluation To appoint an agency to conduct evaluationWe have obtained quotation, but managementdecided to KIV.
Grace On going 2
BC&C2InternalEvaluation
BrandCommunications & CSR
Brand - brand awarenessRegular brand refreshers for all BA dept.,Induction,Communications channels
Have provided refresher course for Admin,T&I, Treasury.
Susanah On going 2
BC&C3InternalEvaluation
BrandCommunications & CSR
Brand - brand guidelines (framing, advertising, corporatematerials)
Establishing brand guidelinesDevelop brand portfolio for reference Ongoing Susanah Q1 2014
BC&C4InternalEvaluation
BrandCommunications & CSR
Getting a plaque maker who meets our requirement To find the right supplier Still sourcing Ying Hui Q4 2013
BC&C5InternalEvaluation
BrandCommunications & CSR
Media contactsPay/research global media landscapeEstablish contact in key markets
Explore with Meltwaters on what the could
provideExploring with other channels for medialandscape.Osaretin working on Nigeria's medialandscape
Kuan Q4 2013
BC&C6InternalEvaluation
BrandCommunications & CSR
Crisis management - full team resources to respond in theevent of a cri sis (currently only two team members trained)
Train the other team members
Participating in regular simulation and drillsconducted by HSEQUnderstand the facilities in the EmergencyCommand Room, L23
Grace Q4 2013
BC&C7InternalEvaluation
BrandCommunication
s & CSR
CSR awareness Develop a rollout programme and activitiesTo further discuss with HSE and Training forintegrated programme
Vishnu On going 2
BC&C8InternalEvaluation
BrandCommunications & CSR
CSR - obtaining information from offices on CSR activitydetails
To set up a system to obtain information on detailedinformation such as beneficiaries' information
System set up done, to be sent out to office inOct.
Vishnu Q4 2013
BC&C9InternalEvaluation
BrandCommunications & CSR
CSR - obtaining information on video conferencingTo set up a system to obtain information on no of user,location of the call to analyse travel time and carbonfootprint
To study the data received and discussfurther with IT and Admin.
Vishnu Q4 2013
0 6 0 0
OE Total Improvements / Gaps: 9
OE Recommendation: 9
OE Recommendation closed: 0
Planned Progress ( till current Month): 0%
Actual Progress: 17%
BU / Department: Brand Communications & CSR
O.E ID Source BU / Dept. O.E Improvement Description Revised DueDate
Actual
Completion
Date
SlippageIn Months
Progress Rating
Recommended Action Plan Progress Update(As of 21-Oct-13)
Action Owner Initial Due Date
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