Oil and Gas Sector

Mechanical Engineering & Engineering Database

Early years in the offshore oil and gas design and construction business provided a rich envionment for developing a multitude of skills with a lot of responsibility. Ranging from the design, specification, and purchasing of piping and mechanical equipment, through corrosion studies, to offshore commissioning. This was alongside the development of innovative IT solutions for weight control and systems design.

Value Engineering Manager

As a result of low oil prices, the UK oil industry, led significantly by BP, introduced "Alliance" contracting - involving operators, key contractors and suppliers in "gainshare" schemes designed to encourage cooperation and reduce cost. Applying life cycle economics, value engineering principles and partnership working delivered double digit percentage cost reductions during this time.

National Upstream Oil and Gas

With low oil prices (see article in the Financial Times), even pressure was placed on the UK sector to improve things. From an exploration perspective all of the major oil & gas operators participated in a benchmarking exercise looking at their relative performance. From a supply chain perspective over 300 companies, 50 of them in some detail, contributed to a strategic study which put an industry set GBP1bn saving challenge on the table and resulted in the formation of an organisation called LOGIC to support ongoing improvement

Total North Alwyn B - engineering to solve a problem

Problems with blocked pipework for the emergency shutdown system resulted in an offshore visit to diagnose the problem, find a solution, and implement it. Adapting what was available offshore in bad weather to solve it was a challenge.

The early days of value engineering

The economic business case for oil and gas developments in the North Sea in the early 90s was based on an oil price scenario of $14 per barrel. New contracting styles (Alliances) and new roles emerged during these times (see more ...).

Pan-industry supply chain optimisation and benchmarking

The Oil & Gas supply chain work involved a detailed diagnostic and individual workshops to arrive at the findings and recommendations. Training was developed and rolled out. The exploration benchmarking involved surveying, drilling, etc.