Project Production Institute Challenges and Myths of Offsite Fabrication for Mega Projects
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1 Project Production Institute Challenges and Myths of Offsite Fabrication for Mega Projects Alan Richard Director Capital Projects Deloitte Transactions and Business Analytics LLP December 3, 2014
2 How did we get here and why is there a need for change in project delivery? Increasing non-standard projects with challenges Technology (deep water, pre-salt, Arctic) Organization (multiple owners) Geopolitical (location, non-commercial interests) Performance is declining despite: Best in class process (FEL and Stage Gate) Best in class systems (sophisticated & proprietary) Best personnel Risk is being declined by the EPC contractors Performance incentives have minimal effect Risk increasingly carried by owners Pressure to improve ROC or Capital Efficiency 2 Copyright 2014 Deloitte Development LLC. All rights reserved.
3 What has been the industry response to increasingly poor project performance Increasing owner supervisory staff numbers Increasing detail and assessment for front end loading Non-standard custom intervention on projects Global procurement Changes in methods (Modularization) 3 Copyright 2014 Deloitte Development LLC. All rights reserved.
4 3 rd level Modular Site Envelope Statistics Traditional 320,000 m 2 2 nd level 200,000 m 2 3 rd Level 84,000 m 2 4 Copyright 2014 Deloitte Development LLC. All rights reserved.
5 3 rd Level Modularization Quantities Impact 5 Copyright 2014 Deloitte Development LLC. All rights reserved.
6 3 rd level Modularization Quantities, Effort Hours and Cost Impact 6 Copyright 2014 Deloitte Development LLC. All rights reserved.
7 3 rd Level Modularization Execution/Engineering Differences Modularization drives layout, not the layout driving modularization Integration required across the entire supply chain Vendor data is critical to support the design Engineering must work as a totally integrated team Interconnecting pipe racks not used Offshore design practices utilized where practical Weight and dimension management critical to success 7 Copyright 2014 Deloitte Development LLC. All rights reserved.
8 Case Study 3 rd Level Modularization Cost Impact When Modularization applied to 75% of the total project: Cost savings resulting from: Reduced quantities due to smaller footprint Productivity gain for work shifted to shop Average 40% decrease in hours for module assembly vs. equivalent scope in the field Reduced indirect costs with less field hours 8 Copyright 2014 Deloitte Development LLC. All rights reserved.
9 Modularization Integrated Planning, Supply Chain Management and Project Execution Modular engineering has additional constraints Module boundary defines available volume Effective layout dependent on component dimensions Engineering work packages are more detailed Certified vendor data required earlier Parallel multi-discipline collaboration Vertical distributed execution with New Delhi Fabrication work packages are highly structured Modeling more detailed Compilation of documents required earlier Fabrication shop input during design Material delivers critical Work face planning Dependent on receipt of information and materials 9 Copyright 2014 Deloitte Development LLC. All rights reserved.
10 Case Study Modularization Execution Differences Design and Module Assembly Module fabricators participated in constructability reviews Complete E&I installation pre-module shipment Module shop completions and pre-commissioning activities Hydro-testing and flushing Insulation Vessel inspection and final closure Cold alignment Continuity testing and motor run-ins Instrument calibration Complete turnover packages at module shop 10 Copyright 2014 Deloitte Development LLC. All rights reserved.
11 Case Study Modularization Execution Differences Material Management Early focus on all POs for vendor data Engineering only release of initial POs Commercial protection (cancellation, pricing and escalation) Supply agreements Equipment (client preferred vendors) incl. electrical Structural steel Piping bulks Electrical cables Controls Systems Main automation contractor Material planning and control Same process as steel and piping for 2 nd Generation Extend to E&I Use of material management system Expediting for specific module needs Solid Logistics and Weight Management Plan 11 Copyright 2014 Deloitte Development LLC. All rights reserved.
12 Case Study Modularization Execution Differences Site Construction Construction sequence firmly established in FEED Modularization schedule based on construction sequence Engineering deliverables based on modularization schedule Shifted the work to the module yard Significantly smaller CM team E&I shop work dramatically reduces back-end completion scope and complexity Reduced risk Enhanced safety (Key selection criteria on module bidders) Improved operations and maintenance Less winter schedule issues More work in controlled environment Reduced schedule once modules in place Cost and schedule certainty with reduced E&I field scope 12 Copyright 2014 Deloitte Development LLC. All rights reserved.
13 Modular Construction Conclusion Challenges Engineering design is more complex Competent modular design skills in short supply (offshore skill) Full Integration of team is vital Design information is required in different and more complete form Global supply chain exponentially increases difficulty Integrated vendors are beginning to have competitive advantage Requirement for manufacturing production skills Logistic evaluation a key deliverable Myths Saves money total lifecycle cost is higher as focus is shifted Can be managed by construction staff and labor Less problems during execution Changes can be incorporated 13 Copyright 2014 Deloitte Development LLC. All rights reserved.
14 Ultimate modularization Shell Prelude 14 Copyright 2014 Deloitte Development LLC. All rights reserved.
15 Questions? 15 Copyright 2014 Deloitte Development LLC. All rights reserved.
16 About Deloitte As used in this document, Deloitte means Deloitte Financial Advisory Services LLP, which provides forensic, dispute, and other consulting services, and its affiliate, Deloitte Transactions and Business Analytics LLP, which provides a wide range of advisory and analytics services. Deloitte Transactions and Business Analytics LLP and Deloitte Consulting LLP are not certified public accounting firms. These entities are separate subsidiaries of Deloitte LLP. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright 2014 Deloitte Development LLC. All rights reserved. 36 USC Member of Deloitte Touche Tohmatsu Limited
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