D Field is a major oil field located about 130 km offshore Terengganu, eastern Peninsular Malaysia with a water depth of 76 meters in the South China Sea (Refer to Figure 1). The facilities within the field include oil and gas processing plant, water and gas injection facilities, gas compression system and a Floating Storage and Offloading (FSO) where the crude oil is exported (Refer to Figure 2). The field was brought to production in March 1991 with an average oil production of 45,000 barrels of oil per day (BOPD) and peaked at approximately 75,000 BOPD. Water injection has been implemented for pressure maintenance and as part of the field life journey; water alternating gas (WAG) injection will be introduced to enhance oil recovery within the field. Fulfilling the WAG requirement particularly on gas injection, an additional gas compression module called the Compressed Gas Capacity Enhancement (CGCE) was installed to increase the gas compression capacity. In March 2010, D field has successfully completed two major jobs, the CGCE module installation and field turnaround simultaneously under a campaign called ‘D-field CGCE Integrated Turnaround’ (DuCIT). CGCE module installation comprises of the installation of a 900 metric tonne module onto the existing platform and the turnaround execution manages to complete planned activities including surface facility maintenance and well related works within the same period. DuCIT involved two major parties, D field Operations and the CGCE Project Management. With a huge challenge in coordinating a total of 400 personnel and controlling concurrent activities in a high risk operation, the team manages to complete the turnaround ahead of schedule with zero Loss Time Injury (LTI). DuCIT has been recognized as the best turnaround adhering to the requirements of PETRONAS standards on plant operation and capability. Analysis presented in this paper describes important key success factors in DuCIT execution; they are 1) proper turnaround planning, 2) developing excellent teamwork and 3) prominent operation coordination. The paper also describes the mitigation plans that were in place.

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