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The Abu Dhabi National Oil Company (ADNOC) announced that it has completed the first phase of its large-scale multiyear predictive maintenance project, which aims to maximize asset efficiency and integrity across its upstream and downstream operations. ADNOC says its predictive maintenance platform uses artificial intelligence (AI) technologies such as machine learning and digital twins to help predict equipment stoppages, reduce unplanned equipment maintenance and downtime, and increase reliability and safety. The company said it expects use of the platform to result in maintenance savings of up to 20%. The predictive maintenance project, which was announced in November 2019, is being implemented over four phases. "We are already seeing significant operational benefits and cost savings," said Abdulmunim Saif Al Kindy, ADNOC's executive director for people, technology and corporate support directorate, "and we intend to continue to embrace the power of digitalization and AI as we further enhance performance and drive value across our business."
Abstract "Optimization" or "Fit for Future" is the new norm for any industry in this competitive global environment. To encounter the challenges and to embed 100% HSE, efficiency, performance and profitability in operation, maintenance and new constructions, there is an urgent necessity to review and update existing design and construction specifications. This paper summarizes the approaches, systems and examples of major updates in about 264 Nos. of multi-disciplinary Design General Specifications (DGS) of ADNOC Gas Processing that are brought under scanner and being revised to realize the strategic/ economic benefits of standardization. In ADNOC Gas Processing, specifications for various engineering disciplines namely, process, automation, control, electrical, static/ rotating equipment, piping/ pipeline, civil/ structural are followed in engineering, construction and maintenance activities. These were developed over years to steer the Company towards unparalleled reliability, operability and integrity. Now, the challenging market demands adaptability, agility and forward thinking with a need to "balance the performance with profitability", without compromising HSE. Hence, a "Lean" approach towards the specifications is emphasized by focusing on cost-saving and value addition in terms of reduced time and enhanced efficiency. Apart from revisions based on latest international codes/ standards, specific attention is given to details by incorporating latest technologies, materials and processes. Best practices and lessons learnt based on direct involvement with Operation, Projects and Supply are being embedded in the DGSs. A set of DGSs were reviewed by external consultants and Company to incorporate the valuable changes. A detailed plan to incorporate the changes was worked out and assigned to disciplines. Major optimization features were addressed in the ongoing studies/ projects with immediate effect. This paper discusses potential areas of optimization and cost savings. A minimum of 15 to 20% cost saving is expected to be realized in adopting the revised specifications in the ongoing and future projects/ studies; more benefits are expected on task completion. Maximum results are obtained by re-visiting the design parameters in the light of latest codes/ standards applicable to all the engineering disciplines. Alternate technologies/ materials contribute to further optimization. Sizing of buildings, equipment and features are addressed in the DGS updates. Operational margin of equipment, stability ratios of the structures and performance of the instruments are scrutinized and brought to an optimal level resulting in overall efficiency. Discipline-wise enhancements and potential cost saving ranges are detailed in this paper. This paper presents "Fit for Future" initiative that has changed the organizational culture and reflects effectively in all activities across the Company. As all the technical activities are based on DGSs, update plan and potential cost realization are the main drivers for enhancing the performance without compromising HSE. This novel approach of re-visiting the technical specifications in the light of "high efficiency with low cost" can be adopted across other OPCOs and move towards common specifications for ADNOC.
Abstract The Objectives of this technical paper are: To share ADNOC Group experience in creating and implementing a Code Of Practice (COP) for Operating Integrity To demonstrate the imperative and business case for Operating Integrity To present the challenges and critical success factors for successful implementation The scope is all operational production and manufacturing sites across ADNOC upstream and downstream operating companies. Operating Integrity is a strategic focus area within the ADNOC Operational Excellence program. It is an imperative within the Oil and Gas industry in order to Ensure Safe Production and optimise availability. Several catastrophic process safety incidents within the industry have demonstrated that poor risk management and a lack of good operating practices by site operators can lead to massive business and human costs. Operating Integrity addresses the root causes of major industry accidents such as: poor control of safeguarding overrides; poor Alarm management; ill-defined operating envelopes; lack of effective shift handovers; PTW control failures; not following operating procedures; lack of operator competency. Traditionally, these topics have received less focus than technical and design integrity, but should be considered equally important. Typically Operating Integrity is centered around human factors and therefore has its specific implementation challenges. ADNOC has collaborated with experts in each operating company to write a COP for Operating Integrity by adopting good practice from the OPCO's and benchmarking these practices with the wider industry (LEAN approach). This in-house collaboration has achieved strong ownership and the fast track development of a fit for purpose COP, whilst enabling the creation of a tailored change management plan to ensure the effective roll-out, communication and compliance with the COP at all operating sites. The paper will further elaborate on the main elements contained in the COP, which can be summarized as: Competent people in all HSE critical roles all the time (even when others are on leave or at training) Operating all our facilities within up to date operating envelopes Managing risk resulting from any deviations from design or abnormal operating conditions Rationalising and knowing how to react to alarms Using the Permit To Work systems effectively Clear, consistent and effective daily communications and shift handovers Accessible and up to date procedures which are followed consistently Accessible and up to date critical drawings and documents Real time visibility of over-rides and inhibits and a procedure regarding how to respond to them The paper will elaborate on the Critical success factors for ADNOC implementation of the COP, which include: Leadership Commitment Effective communication about Operating Integrity to senior leaders, middle management and site operations teams (the latter via mandatory e-learning packages) Establishing a change management plan and governing structure to implement OI within the OPCO's Establishing a network of dedicated Operating Integrity experts. Provision of support to all sites with common training, tools, procedures, measurements, reports etc. An effective tool to measure compliance to the code, and effective KPIs to measure and compare performance across operating sites Systematic audits and reviews The paper will further elaborate on some of the challenges faced during the compilation of the COP and its implementation. The paper will conclude with some insights and benefits being realised from the implementation.