Dashti, Qasem (Kuwait Oil Company) | Moosa, M.H. (Schlumberger) | Erdman, M. (Shell Kuwait Exploration & Production) | Jensen, P. (Shell Kuwait Exploration & Production) | Olusegun, Kolawole (Kuwait Oil Company) | Al-Qadeeri, Bashar (Kuwait Oil Company) | Dhote, Prashant (Kuwait Oil Company)
Kuwait Oil Company (KOC) is going through many new challenging projects that aim to increase its hydrocarbons production capacity by 70%. The North Kuwait Jurassic Gas Fields project is one of the key projects with unique challenges from the subsurface complex and challenging characteristics of deep reservoirs, high pressure high temperature (HPHT), high in H2S and CO2 concentration-to the design, construction and operating of surface facilities. The Gas Field Development (GFD) group was established in 2007 to manage and accomplish KOC’s desired objectives from the NKJ Gas Fields project. The new group had to recruit manpower and build the required technical skills to address the unique challenges. End of 2010, KOC-GFD entered into an Enhanced Technical Service Agreement (ETSA) with Shell in order to benefit from the International Oil Company (IOC) expertise. One of ETSA objectives is to develop local KOC staff through Knowledge Transfer, whereas challenge was more than 60% of the total GFD population were juniors, i.e. less than 4 years of experience.
The need to fast track the development of the new recruited staff was identified by the management as a critical key element to overcome the project complex challenges. The development of a new approach for staff development using the best of both worlds’ i.e. building on KOC’s training programs and supplementing with Shell Jurassic ETSA Knowledge Transfer resulted in the creation of the Technical Competence Ladder, TCL, framework for all GFD staff in 2017. This technical paper will describe how the Jurassic ETSA Knowledge Transfer progressed over the course of the contract; connected with GFD business objectives; used key methodologies for successful application in the day-to-day activities; promoted a performance-based learning environment; used critical resources with clear accountabilities; was monitored and measured continually; Implemented with structured approached.
progressed over the course of the contract;
connected with GFD business objectives;
used key methodologies for successful application in the day-to-day activities;
promoted a performance-based learning environment;
used critical resources with clear accountabilities;
was monitored and measured continually;
Implemented with structured approached.
The results include the development of Structure and detailed competence skills development program for main subsurface disciplines like: Reservoir Engineering, Petrophysics, Geosciences, & Petroleum Engineering. Each main discipline includes number of specialization and focused sub-programs. The TCL program was implemented, and the Knowledge Transfer are proven. The progress of junior staff competences has been tracked and measured over the years; the creation of motivated and competent workforce has resulted in improved performance and increased team productivity. The overall results reduced ‘existing’ competency gaps within the company, enhanced communication between junior and senior staff, improved staff confidence and work performance. Key examples of success will illustrate the points covered in the technical paper.
Da Silva de Aguiar, Janaina Izabel (Clariant) | Pimentel Porto Mazzeo, Cláudia (Clariant) | Garan, Ron (Clariant) | Punase, Abhishek (Clariant) | Razavi, Syed (Clariant) | Mahmoudkhani, Amir (Clariant)
Recent studies revealed that solids from lab-generated deposits often exhibit compositional differences from those of field deposits, pointing to a more complex fouling process in field operations. The objective of this work was to understand and apply knowledge from field deposit characteristics in order to design and conduct laboratory experiments which yield solid deposits with comparable compositional fingerprints. This approach allows a more objective and reliable product development and recommendation strategy to be adopted for increased success in the field applications. First, oil and deposit samples from an offshore field was characterized. Second, samples of the asphaltenes extracted from oil (AEO) and from the deposit (AED) were characterized based on solubility using an Accelerated Solubility Test (AST). A customized Asphaltene Dynamic Deposition Loop (ADDL) was used in this study to simulate the precipitation and deposition of asphaltenes from the crude oil. Crude oil used in the tests was from the same well where the deposits were collected. ADDL tests were conducted at high temperature and pressure and the composition of the collected deposit from this test was compared with the deposits from the field. At last, Light Scattering Technique (LST) was applied to screen asphaltene inhibitors (AI). Four candidate chemistries were tested on LST. To confirm the efficiency, the high performer was tested on ADDL under dynamic conditions. Deposits collected from the ADDL were characterized and results showed a high degree of similarity to the field deposit. AI1 was evaluated by ADDL and it decreased the deposition in the filters by 60% and 84% at 1000 ppm. This product was selected to be tested in the field and a plant trial is ongoing.
Mazzlan, Khairul Akmal (PETRONAS) | Chia, Mabel Pei Chuen (PETRONAS) | Tamin, Muhammad (PETRONAS) | Tugimin, M Azri B A (PETRONAS) | Azlan, Ali Al-Amani (PETRONAS) | Michael, Lester Tugung (Schlumberger) | Sepulveda, Willem (Schlumberger) | Cortez V., Juan L. (Schlumberger) | Muhamed Salim, Muzahidin (Schlumberger) | Kalidas, Sanggeetha (Schlumberger) | Chan, Nathanael Vui Kit (Schlumberger) | Biniwale, Shripad (Schlumberger) | Serbini, Feroney (Schlumberger) | Mohd Arifin, Azahari (Schlumberger) | Tan, Tina Lee Ting (Schlumberger) | Tee, Karen Ying Chiao (Schlumberger)
‘S’ field is a mature oilfield located offshore Sabah, Malaysia. As part of the redevelopment plan, ‘S’ field was the first field selected for an end-to-end asset management Integrated Operations (IO project) where multiple workflows have been implemented for the asset operation optimization through monitoring and surveillance. One of the exclusive workflow that will be further elaborated in this paper is on Candidate Selection and Reservoir Optimization.
Although field optimization mission was ongoing, proper knowledge capture and standardization of such techniques were not adequate due to the limited data management. Lack of decision-support mechanism and most importantly the challenge was of understanding and analysing the asset performance. A key to the success of field and reservoir optimization is defining a tailored approach, for selection of right candidate and collaborative decision for well/field intervention.
With an objective of full field revitalization, the project was focused on integrated, collaborative 3R approach – Reliability, Reusability and Repeatability. Reliability component was based on capturing knowledge from experienced professionals from various domains and blending that with traditionally proven analytical techniques. Reusability was emphasized by the development of consistent and robust analysis workflows ready to use. Repeatability was aiming at standardizing the process of candidate selection and decision making to assist junior engineers.
To ensure continued access to JPT's content, please Sign In, JOIN SPE, or Subscribe to JPT Thirty years after Piper Alpha and the subsequent Cullen Inquiry into the disaster, which made 106 recommendations accepted by the oil and gas industry, safety remains a priority and a concern. In recent years, operators and the supply chain have worked in a relatively constrained, low-cost environment. The dramatic shift to producing hydrocarbons at lower cost, with fewer people, while transitioning to a more environmentally friendly and sustainable energy future is well under way and will undoubtedly have impacts long into the future. Business leaders and workers must take responsibility for increased investment in healthy, safe working practices and work closely with regulators globally to manage risk. Regulators remain vigilant toward major accident hazard management (MAHM).
In these lean times, many organisations are considering investing in custom knowledge management (KM) strategies and enabling technologies to drive sustainable and enhanced business performance to reclaim or redefine their competitive advantage. The financial squeeze, movement of employees, and pressure to meet challenging customer requirements in the aftermath of Oil and Gas industry consolidation has effectively curtailed an organisation's ability to compete with financial advantages, retain critical knowledge and demanded increased agility in terms of delivering competence and services to tighter budgets. The changing face of competitive advantage in an increasingly technological and economically challenging world has directed organisations to look within to exploit their knowledge as a resource for innovation and sustainability. Success depends on how organisations have nurtured their differentiating knowledge.
It is imperative to rewire industry thinking around a subject that has been misrepresented as a voluntary business strategy. Such thinking has been detrimental to the intellectual health of organisations and the individuals that sustain it. This paper presents a resourceful approach to rescue or advance a KM strategy so that knowledge is created and transferred within the flow of work by ‘hiding KM in plain sight'.
Penspen's 8-point KM strategy and model for knowledge creation is a pragmatic approach to improve the transfer, application and reuse of critical knowledge in an organisation where the pressure of meeting project deadlines is always at odds with the imperative to manage knowledge. The discussion around personal knowledge capital and social capital seeks to sober up the reader's mind to the human and technological element of knowledge creation inside managed organisational environments. Insight into the tangible connection between knowledge creation and competitive advantage is offered, and how this is realised through a custom multidisciplinary approach that can elevate the maturity of a KM strategy. Recommendations and insights are provided as intervention strategies, which should appeal to organisations that have either limited KM resources, limited time to leverage critical knowledge or present lower levels of KM readiness.
Driven by KOC 2040 strategy, the process integrated approach to project knowledge sharing is evolving to be the knowledge-sharing model in KOC. It integrates with various organizational process and policies such as Project Gate System and Performance Excellence and Change Management. KOC is one of the largest crude oil exporter in the world, and managing highly complex multi-million dollar projects over the last 80 years. Therefore, managing critical project knowledge is vital to the success of the project and the organization. However, due to the very nature and complexity involved, each project engagement generates a lot of ‘learnings’ that need to be factored into while new projects are initiated and thus avoid repeating the same mistake. Nevertheless, many a time these learnings are localized and remains as ‘tacit knowledge’ leading to scope re-work, schedule overrun, adjustment orders and claims. While KOC follows an asset based organization structure, with a multi-cultural and multi-ethnic workforce and larger chunk of the work is carried out through complex, long term project engagement, diffusion of ‘learnings’ across assets while dealing with the natural entropy of the organization is of great significance. The project knowledge harvesting through process-integrated approach encompasses knowledge assessment and prioritization, knowledge mapping and classification, user engagement, branding and communication, knowledge exchange with service providers, quality control through collaborative review and publishing process including a quick demonstration of the lessons learnt sharing & reuse platform.
The so-called "hydrocarbon value chain" is an extremely complex business, from its beginnings in exploration to its end not only in delivery of the world's No. 1 energy source but also of a raw material that's part of almost every manufactured product. To be a top professional in this industry requires more than a strong technical background acquired from formal education; knowledge of industry culture and best practices is also critical. Our industry has a continuing struggle to keep pace with global energy demand. As a result, each year, the upstream industry hires substantial numbers of young professionals (YPs) who, although motivated and technically competent, still need contact with experienced professionals to acquire essential knowledge and skills. Ironically, our industry's well-known demographics indicate that the most experienced personnel are nearing retirement or assuming key management roles that may distance them from day-to-day technical roles.
A strategy to develop an efficient and effective workforce is to discover and attract the best candidates from our host countries and provide them with the best method of knowledge transfer and more opportunities to be nurtured to be a part of the business growth in the current and prospective future of the company. Various methods of training have been introduced and conducted with different approaches, however not many of these techniques are successful in grooming the young talent to be a potential next generation of the global industry.
The successful key of any training method is not only decided by the content of the training material, but there are some other factors that lead to the successful transfer of knowledge. The trainer can be a mentor and role model and a person that can motivate themselves and the trainee. This trainer should create a good ambience while transferring the knowledge so this process can be more effective, efficient and fun. Several other processes for transferring knowledge include: Self-Understanding - Delivery - the combination of visual, vocal and verbal. The delivering of information is not just about the content of what we say, but it is also related to how we say it, and the way we look when we say it. Vocal tone and body language of the non-verbal aspects influence the actual verbal message. This process also persuades the audience to follow a direction without denial. This can be done by creating a condition where the audience follows the direction because they are tempted with the effect offered in the statement. The strength of charisma from the trainer can also impact the success of this method.
Petrolink in Saudi Arabia has been actively developing young local talent which provides opportunity and development for all employees. The recruitment process is done by using a variety of tools/methods and other tests to assess the skills and the candidates’ competencies. We then use a combination of both formal and informal training to progress careers and employee excellence. This execution showed an overall increase in the knowledge transfer. The backing of this method has helped them to quickly contribute to their departments or organizations by handling their regular duties in a shorter period of time.
Motivation is needed to attract the energy of young people so that the delivery of information can be done effectively and efficiently. When the process is well underway, the next thing is how the knowledge gained can be used in their professional lives so that it can be useful in developing their ability to be a more professional and dynamic workforce.
Lydell SIGMA-PHASE INC. 16917 S. Orchid Flower Trail Vail, AZ 85641 USA O. Nevander OECD Nuclear Energy Agency 46, quai Alphonse Le Gallo 92100 Boulogne-Billancourt France J. Riznic Canadian Nuclear Safety Commission 280 Slater Street Ottawa, ON K1P 5S9 Canada Abstract The goal of the Nuclear Energy Agency (NEA) (https://www.oecd-nea.org/) in the area of nuclear safety and regulation is to assist its member countries in ensuring high standards of safety in the use of nuclear energy, by supporting the development of effective and efficient regulation and oversight of nuclear installations, and by helping to maintain and advance the scientific and technological knowledge base. The Agency's joint projects and information exchange programs enable interested countries, on a cost-sharing basis, to pursue research and the sharing of data with respect to particular areas or problems. The projects are carried out under the auspices, and with the support, of the NEA. Such projects, primarily in the areas of nuclear safety and waste management, are one of the NEA's major strengths. Since 2002, the NEA operates an international database on materials performance issues. The "Component Operational Experience, Degradation & Ageing Programme" (CODAP) has been established to encourage multilateral cooperation in the collection and analysis of data relating to degradation and failure of metallic piping and non-piping metallic passive components in commercial nuclear power plants. The Project is organised under the OECD/NEA Committee on the Safety of Nuclear Installations (CSNI). Key words: Piping operating experience data, material degradation mechanisms, degradation mitigation strategies, knowledge preservation & transfer.
During development of FPSO projects for Brazilian pre-salt exploration, some cases regarding instrumentation requirements and specification checks in detailed design were analyzed due to its complexity and deep influence in platform safety and operability. Those cases were identified in constructability reviews and, applying Computer Aided Engineering tools, queries were developed to detect those issues in order to identify and solve inconsistencies between several involved disciplines in detailed design prior to procurement, construction and commissioning phases.
According to AACE International
Instrumentation team detected, in Constructability reviews, some issues with huge impact in procurement, construction and commissioning phases, if not properly solved. Engineering design automation team were then involved to develop a set of queries to detect those cases and obtain proper data, from design database, which was then used to determine detail design consistency level and take corrective measures.
Three queries were developed to be applied over CAE tools databases for special cases in verification of instrumentation requirements.
Constructability value improving practices combined with CAE tools were the key factor for success in detecting and preventing inconsistencies concerning instrumentation specifications. Constructability is the systematic method that integrates, from the initial stages of the project, knowledge and experience in construction and assembly in all phases to enhance competitiveness and ensure predictability of proposed results.
Considering the amount of documents and interfaces existing in megaprojects, automated verification saves time and resources compared to conventional methods.