Asset-intensive companies face tighter maintenance budgets, stricter regulations and increased pressure to improve asset performance, whilst confronted with aging assets and workforce. Managing an asset with these challenges requires informed decision-making based on insight, knowledge and forecasting. Data is a powerful tool to achieve this goal. 'Internet of things' innovations have led to a rapid increase in the availability of technical and business data. A few years ago, techniques that were complex and expensive are now more affordable, accessible and increasingly important in order to compete in this world of rapid change. Field data is faster and immediately available for processing, while more relevant measurements and observations of similar or better quality are leading to more reliable information for decision-making. The transition from data to information has been made possible through development in the usability of applications in the field of data science, and more advanced software and information systems are on the market for data analysis, diagnostics and simulation.
Industries other than the drilling industry have largely adopted process automation, up to the level of full autonomy. Drilling automation technologies are becoming available, but uptake is slow. One major challenge is successfully motivating all actors in the complex work organization that is drilling. The authors believe that a change is required in business models and ways of measuring success in order to achieve this.
Using existing computerized process models, tools may be generated for automatic optimization of drilling performance. The same methodology may be used for evaluating drilling operations to determine the quality of the operation. In comparing with optimal performance, key performance indicators (KPIs) may directly reflect the benefits of automation. An analysis of known automation functions is performed, covering application areas and the effect on safety and efficiency in the drilling process. Key attributes of the same automation functions are evaluated in order to gain proper understanding of the complexities in developing good business models.
Automation technology built on optimization methods allows for development of new KPIs that are a direct measure of the quality of the process. However, current automation efforts reveal value conflicts in the work organization. Such conflicts must be resolved if the potential of automation is to be fulfilled. Once such conflicts are resolved, the building of fresh contractual models and the standardization of KPIs will make it easier for the industry to cooperate and move forward in using new automation technology.
The novelty in the proposed approach lies in resolving goal conflicts in the work organization with reference to overall value, based on which business and contractual models properly reflect the benefits and value of drilling systems automation technology applied in the current work organization.
Today's economy is driving the need for smarter asset management with increased expectations from companies, regulators, and shareholders at a time when assets are becoming much more interconnected, instrumented, and intelligent. ISO 55000 is the first worldwide attempt to capture the generically applicable'must do' items for the asset management that provides significant opportunities to refine asset owner and service provider relationships, governance and regulatory frameworks and insurance, customer relations and other stakeholder confidence. ADCO has invest a lot in developing, implementing and maintaining systems to manage its assets, that crowned by attainment of BSI PAS-55 certification on 2012 as the 1st Oil Company among GCC, complimented by acquiring ISO-55001 certification on 2014 as a part of its vision to provide the required level of asset management sustainability to its Facility Management. The purpose of this paper is to share ADCO's experience gained during its journey for getting ISO-55001 certification for assets management system.
The paper describes the structure, contents, and data access tools of the database of deepwater current measurements in the Gulf of Mexico developed by Woods Hole Group, Inc. for DeepStar® Deepwater Technology Development Project. Since 2005 the US oil industry has collectively spent tens of millions of dollars to collect ocean current data in the Gulf of Mexico, in accordance with a Government requirement (Notice to Lessees). Twenty-minute ADCP ensemble averages, mainly from rig- or platform-mounted 38kHz ADCPs measuring down to 1000m, are transmitted in real time to the National Data Buoy Center (NDBC). This has resulted in the creation of a massive, multi-year archive of current data in deep areas of the Gulf of Mexico. A DeepStar Project focused on the development of a database of these data.
At present, the database includes 546 quality inspected and edited ADCP current records of BOEM NTL current data, a total of 151.5 instrument-years of ADCP measurements, with associated detailed and accurate (verified) metadata, where each record corresponds to a single, fixed measurement location, and a consistent ADCP setup. In addition it includes 318 ADCP and single-point current meter records of MMS (now BOEM) Environmental Studies Program data. The database provides access to time series plots of current speed and direction profiles for each record in the database, plots of strong current events, as well as data and graphic access tools designed to assist users in locating specific records and plots of the data. This database is the first collection of quality-controlled and edited current data in a form convenient for analysis by oil industry engineers. It is composed of flat files and associated plot and metadata files, each with descriptive file name. Files may be accessed through proprietary map-based GUI or spreadsheet GUI.
Managing Change in an Oil & Gas organization like ADCO is a difficult and critical task. It has become more difficult in recent years because of an increase in business & operational risk, change in our society as a whole, the rapidly changing environments within the Middle East and the Oil and Gas industry in particular. Failure to adequately Manage Change has been the direct or underlying cause of many accidents, injuries and breaches of integrity within the Oil & Gas industry which ADCO operates. As a result of these conditions, a Management of Change (MoC) project was developed and initiated driven by external forces such as; ADNOC's regulations regarding the implementation of Asset Integrity Management System (AIMS) requirements, internal ADCO issues such as; ADCO's Health Safety Environment Management system (HSEMS) and Senior Managements decision to shift from a Functional to an Asset based organization. All of these factors became the main influences that lead to the creation of a new MoC system, rules, business process and solution, to manage any Technical, Operational, Organizational and Procedural changes arising from adverse or unforeseen circumstances. As the project team gained a better understanding of the guiding principles and conditions that lead to changes in our facilities and the complexities surroundi ng how ADCO as an organizat ion learns, we began to focus our attention and energy on two major aspects of the project; (Technical issues) - Our teams ability to understand the business requirements, clarify the user requirements and translate all of that into a user friendly functional requirements within the software.
Copyright 2012, Society of Petroleum Engineers This paper was prepared for presentation at the SPE Hydrocarbon, Economics, and Evaluation Symposium held in Calgary, Alberta, Canada, 24-25 September 2012. This paper was selected for presentation by an SPE program committee following review of information contained in an abstract submitted by the author(s). Contents of the paper have not been reviewed by the Society of Petroleum Engineers and are subject to correction by the author(s). The material does not necessarily reflect any position of the Society of Petroleum Engineers, its officers, or members. Electronic reproduction, distribution, or storage of any part of this paper without the written consent of the Society of Petroleum Engineers is prohibited.
Vamvinis, Athanasios (Department of Civil Engineering, Aristotle University of Thessaloniki (AUTh)) | Angelides, Demos C. (Department of Civil Engineering, Aristotle University of Thessaloniki (AUTh)) | Nikolaou, Constantinos (Kanergy Ltd) | Vagiona, Dimitra (Department of Spatial Planning and Development, Aristotle University of Thessaloniki (AUTh))
More than ever, business leaders are expected to deliver increased value at alower cost. Processes are increasingly interconnected and often highly complex.Flexibility and responsiveness are key elements in this dynamic and challengingeconomic environment to improve and optimize operational processes across thebusiness. There is a myriad of data out there today, all of which clearly couldimprove both business and operational performance if leveraged in the rightway, but the traditional focus of Oil & Gas firms has led to a siloed andsegmented business environment. There is also a looming skills shortage waitingin the wings, with pending retirements. Combined with fewer new engineersentering the business, there will be a shortage of skilled engineers to servefuture business needs.
The ability to capture experience and transfer knowledge from one person to thenext and bridge the gaps between different parts of the organization so dataand employee knowledge can be applied independently of organizationalfunctions, disciplines and geography, is critical to addressing thesechallenges. Decision makers need the right data at the right time and in theright context. Advances in connectivity, high-performance computing andservices capabilities make the use of software an extraordinary choice forinformation sharing between disconnected employees and operations. Real-timecommunication makes collaborative decision-making, learning and knowledgetransfer possible. This paper will demonstrate how unlocking information todeliver solutions to help alter business models can maximize operationalefficiency and drive business success.
Smarter Operations - An Overview
Today, there are nearly a billion transistors for every human on the planet andan estimated 30 billion RFID tags in total. They allow us to measure, monitorand manage nearly every physical system that supports life on this planet, fromroads to pharmaceuticals to waterways to livestock. They are allowing us to"instrument" our world, and extract unprecedented information about the way ourworld works, and how to make it work better. They are enabling a smarterplanet.
The Oil & Gas industry is inundated with data generated by all means ofdevices, applications and events. Information that was previously generated bypeople will increasingly be machine-generated, flowing from sensors, devicesand applications. As the degree of instrumentation increases, so does thevolume of data generated. This is the key issue in the Oil & Gas industry.In order to make sense of data, analyze and act on it, the convergence oftechnology across the enterprise, not just traditional back-office orfront-office systems, becomes a critical business enabler.
Description: Industrial Capital Project Engineering Design solutions are heavily dependent on large scale custom integration services efforts to hand over key information to the Operations and Maintenance application environment. Individual Owner/Operators must each redundantly bear the development and sustaining costs for these efforts. Large engineering design suppliers offer proprietary ecosystems making their own rules for technology enablement often setting high costs and onerous technology prerequisites. Often these artificial rules require owner operators to choose systems based on suboptimal criteria or worse require them to rip and replace existing systems. These barriers and artificial guidelines lock owner / operators into proprietary applications with very high initial costs and high ongoing costs. A new engineering data handover and ongoing operations and maintenance sustaining model is proposed in this paper advocating an Open Standard "system-of-systems?? approach for engineering, operations and maintenance information. This Open Standards approach recommends an Interoperability Solution rather then custom service delivered "point-to-point?? integration strategies for the general industry engineering eco-system. The Open Standards Approach is based on open, supplier neutral standards, enabling initial loading and incremental update of participating systems eliminating custom service based integration.
Application: IBM has been collaborating with industry standard bodies and key standards based suppliers like Assetricity LLC bringing proven Interoperability functionality. This approach enables enterprise service bus integration neutral exchange of information leveraging a standards-based common engineering register coupled with a reference semantic information abstraction model that provides a safe, reliable and replicable roadmap for interoperability. The solution has been adopted by several oil and gas companies as a basis for enterprise information exchange.
Conclusions: An IT design framework is offered for integrated operations and maintenance for oil and gas companies that is architecture centric, product neutral, operating platform neutral, enterprise service bus neutral, enabled by standards at all levels, supported with a practical implementation approach.
Significance of Subject Matter: The creation of a reference semantic information model and an Engineering Register based on in-depth understanding of industry standards coupled with Open Operations and Maintenance Web Services provides the establishment of a safe roadmap for interoperability that enables a industry paradigm change that significantly reduces the cost of initial information handover and sustained information change management for the Engineering, Operations and Maintenance environment for both the Upstream and Downstream and Process Unit Operations in general.
Following the successful paper "Smart Oil and the Development of the Networked Organisation", Chapman and Forbes 2010, SPE 128452 this paper goes beyond the Networked Organisation to explore the role of suppliers and partners in the extended enterprise. To date oil and gas organisations have implemented a number of intelligent energy solutions within their own organisations, the next logical step is to extend these into supplier and partner organisations, the extended enterprise. Global integration and smart oil will require both technology, and further significant people, process and organisational change to make it successful. The extended enterprise will raise new challenges such as sharing information across company boundaries and compensation for services. This paper examines the challenges specific to supplier and partner collaboration and the latest thinking on:
- How do business processes need to change in the extended enterprise and how can intelligent energy solutions speed up execution of these processes?
- How do supplier and partner relationships need to change in the extended enterprise?
- How do you extend expertise leverage and community based working outside your organization into the extended enterprise?
- What are the practical problems and how can they be overcome?
- Have other industries addressed these challenges and what can be learnt from them?