Outstanding effort at Kårstø

This autumn’s terminal shutdown at Kårstø put Aibel’s team to a test. Good teamwork, thorough preparations and excellent routines proved great results.

Shutdown activity at Kalstø (image: Vilhelm Mannes).
(Image: Vilhelm Mannes).

During the 10-day long shutdown, a total of 452 operators were at work for Aibel. 230 of them worked on assignments within Aibel’s maintenance and modifications contract at Kårstø. The work included everything from smaller inspection jobs to replacing the 30-inch street valve that regulates all incoming gas to Kårstø.

“In total, the M&M team carried out 299 work orders. The work was completed without injuries and with a productivity below 1.0. I would like to thank everyone who has contributed – including Statoil, which gave us a sound basis,” says Project Director Sven Oen, who is responsible for all land facilities in the Statoil M&M contract.

Aibel has a strong and stable shutdown team at Kårstø, which actively uses the company's Quality in Execution method to ensure good execution and learning.
Aibel has a strong and stable shutdown team at Kårstø, which actively uses the company’s Quality in Execution method to ensure good execution and learning (image: Håkon Falnes).

Challenging start
Good results do not grow with ease. This year, a lot of bad weather in the beginning of the shutdown, along with surprising elements such as painted bolts, which proved difficult to draw, and a faulty valve, gave the M&M team some challenges.

“Five days into the shutdown, we were 3,400 hours behind schedule. However, I still felt confident that we would finish,” says Facility Manager Håkon Falnes, elaborating:

“I knew that our production and the work that was being carried out in the field was good. We also had a skilled shutdown team who made good priorities along the way and made sure everyone stayed calm.”

Management inspections were carried out twice a day. The inspections focused on the day’s critical activity (image: Håkon Falnes).
Management inspections were carried out twice a day. The inspections focused on the day’s critical activity (image: Håkon Falnes). 

Two projects
Aibel’s KaRP (Kalstø Robustness Project) and T300 Corrosion projects also had a considerable amount of work during the shutdown. The KaRP project, which is responsible for upgrading the landfall facility at Kalstø, took the opportunity to weld new pipes at Kalstø while the main supply to Kårstø was shut. The T300 Corrosion project, which is replacing a considerable amount of corroded pipes at Kårstø, used the opportunity to hook-up several new pipelines to the facility.

Shutdown activity at Kalstø (image: Vilhelm Mannes).
Shutdown activity at Kalstø (image: Vilhelm Mannes).

Ole Sandvik is the project manager for both the KaRP and T300 Corrosion projects. He is proud of the teams’ results.

“We spent a great deal of time prior to the shutdown to ensure that everything was in place. That was a wise investment. The use of Quality in Exeuction and HSE – my responsibility has also been important to achieve good results. I would like to thank everyone who have contributed to make this shutdown a success,” he says.

Shutdown activity at Kalstø (image: Vilhelm Mannes).
Shutdown activity at Kalstø (image: Vilhelm Mannes).

Shutdown activity at Kalstø (image: Vilhelm Mannes).
Shutdown activity at Kalstø (image: Vilhelm Mannes).

Published 2016-09-23, 14:54 CET Updated 2016-09-23, 14:54 CET

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