Problem Statement
Erskine is dependent on Lomond to provide the export route from the field.
Need to increase production efficiency and desire to extend the life of Erskine but no joined up approach to how this could be achieved and maintained.
Aims
- Work collaboratively across both assets regardless of operatorship or Equity share.
- Focus on what needs to change to improve the performance of both assets for the benefit of all.
Method
- Reintroduction of a Chevron Ops Rep on Lomond as a fully integrated member of the Lomond OIM Leadership team, improving visibility and helping to mitigate key threats and vulnerabilities.
- Joint Study work on alternative hosts, optimisations, RAM modelling etc.
- Use of OPEX Group’s OPEX X-pas service for third party data analysis of key systems
Impact
Successful completion of the cleaning and inspection of the 30km pipeline between the two assets (first pig in the line since 2009). The team ran a total of 14 pigs, including an intelligent pig, which was essential for proving the long-term integrity of the pipeline.
These campaigns resulted in all five Erskine’s wells coming online for the first time in two years with production rate being the highest it had been over three-year span.The number of days online for Erskine platform has also steadily increased from 127 in 2014 to over 240 at the end of 2017.
Over the same period, the combined Lomond and Erskine production reached a record high since Lomond was converted to a single train operation, when it averaged 37,810 boe/d.
Proven that sharing knowledge and expertise leads to positive outcomes, tangible results and is contributing to maximising economic recovery from the UKCS.
Total hours saved – ongoing
Total savings anticipated – ongoing
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