FMC Technologies at a glance

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Andrew Cunningham
7 years ago
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1 FMC Technologies at a glance The World's largest oilfield equipment and services company $7.9 billion revenue in ,000 employees worldwide* 24 production facilities in 14 countries Recognized by Forbes Magazine as one of the World s Most Innovative Companies * As of March 31,

9 billion revenue in 2014 20,000 employees worldwide* 24 production

2 $7.9B Revenue in 2014 from three segments 66% Subsea Technologies Subsea Systems Multi Phase Meters Schilling Robotics 25% Surface Technologies Surface Wellhead Fluid Control Completion Services 9% Energy Infrastructure Measurement Solutions Loading Systems Material Handling Solutions Separation Systems Automation and Control 2

Fluid Control Completion Services 9% Energy Infrastructure Measurement Solutions

3 Strong customer relationships Frame agreements, alliances, partnerships 3

4 Capabilities in all major deepwater basins 2014 Subsea Technologies revenue; USD 5.3 bill. Newfoundland Scotland Norway Brazil Asia- Pacific North Sea Houston GoM West Africa Ivory Coast Ghana Nigeria Malaysia Congo Singapore Angola Brazil Australia 6 Subsea Technologies Manufacturing Facilities 14 Subsea Technologies Customer Support Bases Subsea manufacturing facility Subsea service base Subsea technology center 4

Nigeria Malaysia Congo Singapore Angola Brazil Australia 6 Subsea Technologies Manufacturing Facilities

5 Local presence in Norway Kristiansund 89 employees Florø 13 employees Kongsberg 2,020 employees Bergen 846 employees Stavanger 68 employees Asker 448 employees Total in Norway 3,484 per December

Bergen 846 employees Stavanger 68 employees Asker

6 All Subsea FMC Technologies vision 6

7 Project Planning One plan - Multiple Systems. 26/10/15 Footer

8 Project Planning Planning simple enough is extremely difficult to do Everyone is expert when it comes to planning.

9 Project planning objectives Know where you are Know where to go Know when to compensate Know how to compensate Continuously assess and manage remaining work Keep overview and initiate corrective actions

10 Planning phases Tender Contract Award Engineering Procurement Construc6on Tes6ng Deliver Product Cost Time Resources

11 A Roadmap is being developed linking various Planning Improvement Projects together, showing where we are driving to as a global function. These projects allow less time spent inputting data and more time on critical data analysis, positioning the company as one on the cutting edge of effective planning. PLANNING GOLDEN RULES: ü Simplify the process by entering data only once ü Achieve focus through having a plan (one plan) ü Develop trust with our internal customers

These projects allow less time spent inputting data and more time on critical data analysis, positioning the company

12 A Roadmap is being developed linking various Planning Improvement Projects together, showing where we are driving to as a global function. These projects allow less time spent inputting data and more time on critical data analysis, positioning the company as one on the cutting edge of effective planning. MRP Alignment Master Data Management Process Planner Workbook Engineering Planning Project & Product Planning S&OP Automation Commodity Planning Reduction on Transactions Advanced Planning Production Control

These projects allow less time spent inputting data and more time on critical data analysis, positioning the company as one on

13 MRP Alignment: MRP Run Process, Requisition Release Process, MRP Controller Standardization, Work Center Standardization, Lab Offices alignment, Intercompany Order Placement, Excess inventory auto consumption. Master Data Management: emm Electronic Material Master Data Process, Master Data Global Maintenance, Governance Process S&OP Automation: S&OP Process Charts, Forecasting process Commodity Planning: Global Products ERP Setup, Commodity planning philosophy on material planning. Planner Workbook: Automated reports and dashboards for every planner Reduction on Transaction: GPD Grouping, Pegging and Distribution project, SAP to P6 Automated updates on material status Engineering Planning: Resource planning for engineering activities in P6, Document planning for engineering in ECM Advanced Planning: SIMUL8, AIMMS Optimization, APO alignment across all product lines and product delivery teams, Project & Product Planning: One agreed process for project planning,p6 Web setup and Usage, NDD usage standardization, EPS restructuring, Project and Product planning alignment. Production Control: Standard Work Order Release Process, Electronic work order process

Master Data Management: emm Electronic Material Master Data Process, Master Data Global Maintenance, Governance Process S&OP Automation: S&OP Process Charts, Forecasting process Commodity Planning:

14 Typical EPC Project MUSD 3-4 year Timespan 500+ resources involved Engieering documents Multiple regions and locations.

15 Aligned Global Project Execution Process and Planning Model Planning Model Global Project Execution Process

16 The System. - Build the system around the process, not the process around the systems Dashboard Tool Inspire SAP Primavera BW Resource Plan Team Center Document Planning

17 Software Architecture Engineering Database Database Materials/BOM s Document Status R3 ERP HR System Financial Project Elements Document Status Supply Chain Schedule HR Master Data Equipment Resource Data Material Master Data Inspire Project Def. (Validation ONLY) WBS (Validation ONLY) Network Header/Activities Material Requirements Billing Milestones Service Order Requirements Materials/BOM s Costing Business Plan Project Schedules Resource Plan Non-Production Order Labor Project Definition WBS Marketing Sys. Forecast Quotations Budgets Manual Links Automated Links

(Validation ONLY) WBS (Validation ONLY) Network Header/Activities Material Requirements Billing Milestones Service Order Requirements

18 Inspire.. First company in the world to use Inspire Only a few of Company followed after. FMC drove all development of the tool. Inspire is now retired and replaced. we are stuck due to customizations

19 Planning Model for Demand Project Completion Inspire Project System Engineering for Level 0 Assembly Assembly Delivery Date & Quantity MRP Engineering for Level 1 Assembly Assembly Date Only Engineering for Level 3 Assembly Assembly Date Only Engineering for Machining Engineering for Procurement Purchase Raw Machining Date Only Date Only Project Award Material Status Pending Released 19

Only Engineering for Level 3 Assembly Assembly Date Only Engineering for Machining Engineering

20 Planning Model for Resource Planning

21 Project Planning Model - MDR Engineering Document Plan (EPLAN) System Engineering DR-1 DR-1 DR-1 Sub-System Engineering DR-2 -Planned Dates -Actual Status Doc 1 Start Doc 2 Doc 3 Doc 4 Doc 5 10% 70% 100% To Comp. Final Issue Engineering for Proc. Hours DR-3 Bid Out PO Procurement Main matr. rec d Ready for FAT Delivery Start Time Detail Eng. Assembly and Test Eng. For Assy/Test Ready for FAT User Documentation EFAT/ SIT Delivery

22 MDR continued Engineering Document Plan (EPLAN) Status exported from E-plan to Primavera -Planned Dates -Actual Status Doc 1 Start Doc 2 Doc 3 Doc 4 Doc 5 10% 70% 100% To Comp. Final Issue 40 h 60 h 25 h 40 h 35 h Engineering for Procurement Hours Time Primavera activity start date Primavera activity finish date

23 Complex Setup, Easy Execution Build the complexity in the templates and standards The «user» input and Interface must be extremely simple.

24 MRP Alignment: MRP Run Process, Requisition Release Process, MRP Controller Standardization, Work Center Standardization, Lab Offices alignment, Intercompany Order Placement, Excess inventory auto consumption. Master Data Management: emm Electronic Material Master Data Process, Master Data Global Maintenance, Governance Process S&OP Automation: S&OP Process Charts, Forecasting process Commodity Planning: Global Products ERP Setup, Commodity planning philosophy on material planning. Planner Workbook: Automated reports and dashboards for every planner Reduction on Transaction: GPD Grouping, Pegging and Distribution project, SAP to P6 Automated updates on material status Engineering Planning: Resource planning for engineering activities in P6, Document planning for engineering in ECM Advanced Planning: SIMUL8, AIMMS Optimization, APO alignment across all product lines and product delivery teams, Project & Product Planning: One agreed process for project planning,p6 Web setup and Usage, NDD usage standardization, EPS restructuring, Project and Product planning alignment. Production Control: Standard Work Order Release Process, Electronic work order process

25 Planning Workbook Objectives The objec6ves of this project are: To remove the unnecessary 6me spent by Planning Community when genera6ng reports. To allow Planning Community to be more efficient and effec6ve in their role. To standardize and consolidate Planning metrics on a single plajorm, providing greater visibility of processes. To assist Planning Team in the con6nuous improvement process. Standardize and consolidate Planning metrics on a single platform Short- term Objec.ve Globalize the planning metrics on a single platform Medium- term Objec.ve Assist Planning Team in the continuous improvement process Long- term Objec.ve

26 Vision of the Deliverable Flexible decision support tool Clean, consistent look and feel Live, online Overview + Details Metric + Ac6on Collabora6on Make it Global

27 Workbook Output ZMD4C

28 Workbook Output Project OTD

29 Workbook Out Earned Value Blue line - Actual hours Orange line Remaining planned hours in Resplan Purple line EAC V6 remaining hours spread on current planned profile Black line Budget hours spread on planned profile when dashboard was created Green line Earned Value 26/10/15 Footer 29

30 Workbook Output Project Progress 30

31 Planning by example - LEGO

32 For Ages How do they do it?

Competitive Edge through System Engineering

Competitive Edge through System Engineering KBD Forum 6-7 March 2013 Tore Halvorsen FMC Technologies 0 Floating Production Partial Subsea Processing Subsea Systems today: the enabler for deepwater developments