Measuring the Effectiveness of Damage Prevention Techniques and Defining the Key Performance Indicators on Damage Prevention Efficiency

2012 ◽  
Author(s):  
Mark Piazza ◽  
Gina Greenslate ◽  
Nicolas Herchin ◽  
Laurent Bourgouin ◽  
Miriam Kuhn ◽  
...  
Keyword(s):  
Performance Indicators ◽  
Public Awareness ◽  
Prevention Programs ◽  
Key Performance Indicators ◽  
Pipeline System ◽  
Energy Transmission ◽  
Geographic Population ◽  
Pipeline Systems ◽  
Transmission Pipeline ◽  
Damage Prevention

Pipeline operators expend substantial efforts to develop, implement, and audit their Public Awareness and Pipeline Damage Prevention Programs. While the rate of pipeline damage incidents from third-party and outside force impacts has progressively declined over a period of several decades, these events remain a high priority for the pipeline industry and external stakeholders. There are multiple management and communications tools that are used to support Damage Prevention programs for energy transmission pipeline operations. These tools are applied to large pipeline systems that cross a range of geographic, population, and regulatory boundaries. These factors make it challenging to determine the effectiveness of the individual tools applied for damage prevention for energy transmission pipeline systems. This paper present the results of research performed through Pipeline Research Council International, Inc. (PRCI) to measure and quantify the effectiveness of the various damage prevention tools and techniques as they apply to energy transmission pipeline systems. The project focuses on data collection through a web-based platform to provide the basis to establish a set of Key Performance Indicators (KPIs) for assessing the effectiveness of the methods and techniques that are used as standard practices by most pipeline operators in their damage prevention programs. The research includes development of a consistent and systematic process and database for collecting information on damage and “near hit” incidents that are recorded by pipeline operators. Fault-tree analysis of these data is expected to show where improvements can be made (e.g., one-call center, ticket handling, operator response, contractor cooperation and diligence, locating and marking, monitoring). Improvements will be measured by PRCI by capturing and analyzing the data over a multi-year period. The key output of the project will be metrics that demonstrate which damage prevention activities are more effective in reducing impacts and “near hits” to pipelines and which activities positively contribute to the safe operations of the pipeline system.

Designing Offshore Pipeline Systems Divided Into Sections of Different Design Pressures

2004 ◽  
Author(s):  
Gunnar Staurland ◽  
Morten Aamodt
Keyword(s):  
Uniform Design ◽  
External Pressure ◽  
Transportation Systems ◽  
Point Of View ◽  
Pipeline System ◽  
Operating Pressure ◽  
Pipeline Systems ◽  
Upstream Pressure ◽  
Transmission Pipeline ◽  
Design Pressure

Norwegian waters have been a main arena for development of subsea pipeline technology over the last 25 year. The gas transportation systems from Norway to continental Europe comprise the largest and longest sub sea pipelines in the world. Codes traditionally require a pipeline to be designed with a uniform design pressure between stations with overpressure protection capabilities. However, the downstream part of a very long gas transmission pipeline may, after commissioning, rarely, if ever, see pressures near the pressure at the upstream end. There is, therefore, a potential for cost reduction and capacity improvement if two, or several, sections of different design pressure could be used without having to implement sub sea pressure regulation and overpressure protection facilities at the point of transition between the different sections of design pressure. In determining the lower design pressure the shutdown of the pipeline outlet facilities, at any point in time allowing for a practicable, achievable delay for closure of the upstream inlet valve has to be taken into account. The settle out pressure in a “normal” shut-in situation shall then not exceed the lower design pressure. In addition, deep water pipelines are often designed to withstand buckling due to bending and external pressure during installation, and may therefore locally tolerate a much higher internal pressure than the pipeline was designed for. Transmission pipelines crossing deepwater areas may therefore be designed for two or more operating pressures along the pipeline, thereby optimizing the cost. Even more important, for already existing pipelines, the capacity may be significantly increased by utilizing the upstream heavy wall sections. The operating pressure range for a long offshore gas transmission pipeline is very wide compared to an onshore line, typically between an upstream pressure of 150–250 bar, and a downstream pressure of 60 to 80 bar over a distance of several hundred kilometers. It may take hours to notice the closure of a downstream valve on the upstream pressure. Unless the pipeline is extensively packed, it is obvious that the pressure drop along the pipeline may be taken into account by allowing a lower design pressure for downstream part than for the upstream part. Thereby, the investment cost can be reduced. This paper describes the principles of designing a pipeline system divided into sections of different design pressures from a hydraulic point of view. The basis is the offshore standard for designing submarine pipeline systems, DNV OS-F101. The focusing will be on improvements in transportation efficiency, cost reductions and operational issues.

scholarly journals Optimization of the Gas Transport in Pipeline Systems

2016 ◽  
Vol 66 (1) ◽  
pp. 103-120 ◽  
Author(s):  
Anton Sedliak ◽  
Tibor Žáčik
Keyword(s):  
Gas Transport ◽  
Optimization Problems ◽  
Software Implementation ◽  
Evolution Strategies ◽  
Pipeline System ◽  
The Real ◽  
Pipeline Systems ◽  
Transmission Pipeline

Abstract The purpose of this work is to design a suitable methodology to solve selected optimization tasks from the field of gas transport in pipeline systems. The modifications of evolution strategies algorithm to solve such optimization problems was developed. Testing of algorithm has been realized by a software implementation on the model of the real transmission pipeline system.

Gas Transmission Pipeline Safety and Integrity Activities and Results for INGAA Pipeline Companies

2012 ◽  
Author(s):  
Terry Boss ◽  
J. Kevin Wison ◽  
Charlie Childs ◽  
Bernie Selig
Keyword(s):  
Natural Gas ◽  
Management Practices ◽  
Pipeline System ◽  
Mandated Reporting ◽  
Pipeline Systems ◽  
Natural Gas Transmission ◽  
Transmission Pipeline ◽  
Integrity Management ◽  
Pipeline Safety ◽  
Transmission Pipelines

Interstate natural gas transmission pipelines have performed some standardized integrity management processes since the inception of ASME B3.18 in 1942. These standardized practices have been always preceded by new technology and individual company efforts to improve processes. These standardized practices have improved through the decades through newer consensus standard editions and the adoption of pipeline safety regulations (49 CFR Part 192). The Pipeline Safety Improvement Act which added to the list of these improved practices was passed at the end of 2002 and has been recently reaffirmed in January of 2012. The law applies to natural gas transmission pipeline companies and mandates additional practices that the pipeline operators must conduct to ensure the safety and integrity of natural gas pipelines with specific safety programs. Central to the 2002 Act is the requirement that pipeline operators implement an Integrity Management Program (IMP), which among other things requires operators to identify so-called High Consequence Areas (HCAs) on their systems, conduct risk analyses of these areas, and perform baseline integrity assessments and reassessments of each HCA, according to a prescribed schedule and using prescribed methods. The 2002 Act formalized, expanded and standardized the Integrity Management (IM) practices that individual operators had been conducting on their pipeline systems. The recently passed 2012 Pipeline Safety Act has expanded this effort to include measures to improve the integrity of the total transmission pipeline system. In December 2010, INGAA launched a voluntary initiative to enhance pipeline safety and communicate the results to stakeholders. The efforts are focused on analyzing data that measures the effectiveness of safety and integrity practices, detects successful practices, identifies opportunities for improvement, and further focuses our safety performance by developing an even more effective integrity management process. During 2011, a group chartered under the Integrity Management Continuous Improvement initiative(IMCI) identified information that may be useful in understanding the safety progress of the INGAA membership as they implemented their programs that were composed of the traditional safety practices under DOT Part 192, the PHMSA IMP regulations that were codified in 2004 and the individual operator voluntary programs. The paper provides a snapshot, above and beyond the typical PHMSA mandated reporting, of the results from the data collected and analyzed from this integrity management activity on 185,000 miles of natural gas transmission pipelines operated by interstate natural gas transmission pipelines. Natural gas transmission pipeline companies have made significant strides to improve their systems and the integrity and safety of their pipelines in and beyond HCAs. Our findings indicate that over the course of the data gathering period, pipeline operators’ efforts are shown to be effective and are resulting in improved pipeline integrity. Since the inception of the IMP and the expanded voluntary IM programs, the probability of leaks in the interstate natural gas transmission pipeline system continues on a downward slope, and the number of critical repairs being made to pipe segments that are being reassessed under integrity programs, both mandated and voluntary, are decreasing dramatically. Even with this progress, INGAA members committed in 2011 to embarking on a multi-year effort to expand the width and depth of integrity management practices on the interstate natural gas transmission pipeline systems. A key component of that extensive effort is to design metrics to measure the effectiveness to achieve the goals of that program. As such, this report documents the performance baseline before the implementation of the future program.

Optimalisasi Key Performance Indicators (KPI) Melalui Pendekatan Balance Scorecard Upaya Mengimplementasikan Performance Management System (PMS) Pada Perguruan Tinggi

CCIT Journal ◽  
2012 ◽  
Vol 6 (1) ◽  
pp. 17-34
Author(s):  
Untung Rahardja ◽  
Muhamad Yusup Eva ◽  
Rosyifa Rosyifa
Keyword(s):  
Performance Indicators ◽  
Management System ◽  
Educational Institution ◽  
Key Performance Indicators ◽  
Individual Performance ◽  
The State ◽  
Public Institution ◽  
Performance Measurement System ◽  
Educational Institutions ◽  
Successful Implementation

SQL Server Reporting Services is a way to analyze data, create reports using the indicators and gauges. Indicators are minimal gauges that convey the state of a single data value at a glance, and most are used to represent the state of Key Performance Indicators. Manage and harmonize the performance of an institution's educational institutions, especially universities with the performance of individuals or resources, no doubt is one of the essential elements for the success of an entity of the institution. Integrate the performance of an educational institution with individual performance is not an easy process, and therefore required a systematic approach to manage it. Implementation of a strategic management system based Balanced Scorecard can be used as a performance measurement system that will continuously monitor the successful implementation of the strategy of any public educational institution and measure the performance of its resources in a comprehensive and balanced, not the quantity but the emphasis is more concerned with the quality, so the performance of educational institutions at any time can be known clearly. Contribution of Key Performance Indicators to manage and harmonize the performance of any public institution is a solution in providing information to realize the extent of work that has set targets, identify and monitor measures of success, of course, with performance indicators show a clear, specific and measurable.

Strategic planning in grassland farming: Principles andapplications

1997 ◽  
pp. 191-197
Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Strategic Plans ◽  
Effective Manner ◽  
Farm Business ◽  
Pastoral Farming ◽  
Financial Environment

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance

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