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nical integrity, which is a prerequisite for
a more optimal prioritisation of mitigating
measures to ensure adequate safety and
avoid severe production losses.
“But TIMP is not really just a tool, it’s
a concept. You can’t separate the portal
from the change in culture, the difference
in understanding and the knowledge
and competence surrounding it,” says Mr
Refsdal. “TIMP is a step change for managing
the technical integrity of oil and gas
plants, and the TIMP concept and the way
it has been implemented across all Statoil’s
assets has become a reference project in
the oil and gas industry,” says Erik Østby,
DNV’s Customer Service Manager for
Statoil. A common risk-based method for
measuring and visualising the actual technical
condition of components and systems
allows better decisions and the allocation
of resources for repairs and modifications
across the various operations.
One important aspect of TIMP is the
training of staff in understanding risk and
the more efficient use of SAP, in which
DNV has worked alongside the TIMP
teams. In the course of seven months,
approximately 1,600 employees have been
trained in safety barrier management as
a key element of controlling major accidental
risk. A key success factor of the
TIMP project is the interplay between the
methodology developed for measuring the
technical condition, the tailored work processes,
the dedicated training of personnel
and the IT tool supporting the entire process.
If one of the four elements had been
left out, the quality and thus the value of
TIMP would have dropped significantly.
DETAILS AND OVERVIEW
In the TIMP Portal, users can go down
to detailed levels and obtain information
on every tag concerning the condition of
each piece of equipment in a production
facility.
The TIMP Portal brings together information,
facilitates reporting and creates a
common rating system for the technical
condition where there were previously
many different rating systems and scales.
“People have to see why it’s useful for
them to be part of it,” Mr Refsdal says.
“People always ask, ‘What’s in it for me?’
The people who are using the portal can
see that it gives them more structure. They
know what their responsibilities are. They
have the complete overview in one place.
They see the value of it.”
The result of the hard work behind the
program has been good planning, a tight
roll-out and dedicated employees across
the board.
As the program has become known in
the industry, Mr Refsdal has been invited
to give presentations about it at conferences
and seminars.
INTERNATIONAL INTEREST
“There’s been a lot of interest in the project,
especially internationally,” he says.
“And it’s always important to ask what we
can learn from others. The whole concept
centres on learning.” The TIMP project
team visited other companies and even
other industries, such as aviation and
high-speed rail companies, when gathering
their initial input on how to create the
system. Part of Mr Refsdal’s motivation
in giving talks to the industry is to obtain
feedback and improve the program even
more.
CONTINUOUS IMPROVEMENT
The program was implemented in 43 facilities
over the course of just seven months.
Mr Refsdal says this rapid implementation
was important in order to support a true
shift in the way people work, not just incremental
change.
“When you make a system, sometimes it
just stops there. But that’s when the real
job starts. You have to change behaviour.
People have to experience what’s in it for
them, or else they will go back to their old
behaviours. It’s an ongoing process,” he
says.
The future of TIMP might see even more
expansion. There are plans to use it for
subsea operations, for pipeline integrity
and load-bearing structures; and perhaps
also for drilling.
Technical Integrity Management Program – TIMP
Four main elements:
A competence program based on training initiatives
Work processes with clear roles, responsibilities and follow-up methods
Technical integrity assessment of equipment and systems based on defined criteria
The TIMP portal, which visualises technical integrity and assists in work processes
TIMP has completed 100 training sessions with 1,600 Statoil engineers and managers. It has been developed in cooperation with many
different groups of expertise in Statoil as well as with DNV.
no 01 2012 – 25