Page 253 - TPM A Route to World-Class Performance

Case studies 227

operations and maintenance are addressed at the design stage for new
equipment modifications by the operations and maintenance people. In 1998,
Forties Delta saw the installation of several pieces of new equipment, both
capital investment and operation and maintenance works. It was, therefore,
vital that the team members were fully up to speed with aU the slulls learnt
so far in the CI programme, in order to contribute effectively to this next level
of proactive involvement in the development of their facilities.
Brian Barnes and Mike Mihe identified direct links between the
improvement zones on the platform and work required for these equipment
upgrades. Responsibility is being allocated to on- and offshore staff for each
main activity - with both sides working closely together. For example, an
offshore focus group has been established so that onshore engineers can
discuss equipment issues, and shift teams are, therefore, already becoming
familiar with the crucial role they will play during the installation phase, and
its implications for the future effiaency of the platform.
And, of course, as is the case with all of the CI work done so far, this new
approach idl gve the operators a major say upfront in how new and existing
equipment is to be run and developed.

Training focus
Forties Delta has also embarked on the 'STOP . . . for Safety' programme, and
platform staff are currently being trained in STOP techniques. The programme
is backed up by the Advanced Safety Auditing process, whch uses slmilar
techniques to those of STOP. Again, this is a CI process, with team members
and management learning new ways to improve Forties Delta's already
impressive safety performance.
Team members with a supervisory responsibility are continuing their training
programme, and by the end of 1998 every member of platform staff will be
trained in STOP. . . for Safety techniques.

Cross- training
One of the most important focuses for training in 1997 was cross-discipline
training, where operators from every shift have been taught not only to focus
on their own specific field of expertise, but to learn about the wider application
and impact of their role by training in neighbouring areas.
The learning of new skills, while retaining their core disciphe, has allowed
members to utilize CI more fully producing a greater understanding of the
parameters that drive the plant efficiently. For the individual, tlus spread of
knowledge means an increase in responsibility, awareness, effectiveness and
recognition.
me explains: We now have an Integrated Operations Team with a flexible
approach to operating and maintaining the plant.' Mechanical, electrical and
instrument technicians are capable of carrying out duties that were previously
carried out only by a produdion techrucian. Meanwhile, production technicians