Multi-asset Production Support Centre—Generating Values

Lejon, Kjell O.; Hersvik, Karl Johnny; Boe, Arild

doi:10.2523/127730-ms

Cited by 3 publications

(2 citation statements)

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“…The theoretical contribution of the proposed framework was the adoption and utilization of IO factors to explain and moderated by management commitment. The practical contribution would be the enhancement in the health safety and the environmental performance, improved efficiency (cost and process) and improved assets reliability as seen in some of the intergated oil firms like Exxon Mobil, Chevron, Shell BP and Saudi Aramco [30,31,33].…”

Section: Discussion and Contributionmentioning

confidence: 99%

Integrated Operations another Tool for Achieving Operational Excellence in the Oil and Gas Sector

Tasmin,

Muazu,

Woon

et al. 2019

IJEAT

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Activities of the oil and gas sector operations are highly complex, from oil rigs to refining and transportation. It is against this backdrop that companies opt for operational excellence to control the complexities, of which failure to manage the situation, assets, peoples and profit could be lost. This paper is aimed at determining how integrated operations influences operational excellence in the oil and gas sector. This is with a view to help in facilitating effective operational excellence implementation in the oil industry. Quantitavive survey research approach was adopted, questionnaire was used to collect data from 120 respondents. The result shows that all the postulated integrated operations factors have significant effect on operational excellence. It concludes that integrated operations are the way forward for condition monitoring and maintenance of oil sector assets, people and process for optimising production, operational efficiency, reduced health and safety risks and environmental performance

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Section: Discussion and Contributionmentioning

confidence: 99%

Integrated Operations another Tool for Achieving Operational Excellence in the Oil and Gas Sector

Tasmin,

Muazu,

Woon

et al. 2019

IJEAT

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“…The author also presented many losses avoided by minimizing shutdowns in North Sea and Gulf of Mexico. The article pointed a result of Lejon (2010), which reported an interesting case in a gas field of Statoil. By monitoring the well production with a dedicated group of experts, in an Integrated Operations center, it was possible to manage the sand production, without compromising safety, resulting in increased production of gas and condensate, in a sustainable manner, by about 20%.…”

Section: Success Cases Of Integrated Operationsmentioning

confidence: 96%

Integrated Operations: Value and Approach in the Oil Industry

Lima¹,

Lima²,

Quelhas³

et al. 2015

Braz. J. of Operations & Production Manag.

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Today's society is increasingly susceptible to global economic crisis. The energy is still extremely dependent on oil, whose extraction scenarios usually have great complexity. The technology in the oil industry has undergone a vertiginous development in recent times. Advances in information, data and telecommunications have been reflected in the connectivity of systems and people with tremendous impacts on improvements of operational and business decisions. In this context, came to light an important movement of Integrated Operations (IO), which has systematized the implementation of this concept in the oil and gas operators and service providers. Each company has created its program, with peculiarities and challenges. This paper, including an intensive literature search, analyzed the objectives, concepts and architectures of Integrated Operations deployments in five major operators. Through a reference framework, the differences and similarities of these models were discussed. There was also an analysis in recent bibliography in order to better understand the value for Integrated Operations.

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How 24/7 Real-Time Surveillance Increases ESP Run Life and Uptime

Camilleri

MacDonald

2010

SPE Annual Technical Conference and Exhibition

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This paper explains the development and implementation in the Schlumberger artificial lift real-time surveillance center of a workflow to track ESP alarms from their initial identification through their classification to the analysis of their root-cause. The workflow uses a QHSE database with Web access to enable collaboration between the surveillance center and field locations throughout Europe and Africa. Of more than 700 alarms which were substantiated over an 18month period, over one third were classified as "critical", i.e. if no actions were taken, an Electric Submersible Pump (ESP) failure could potentially ensue. As such, real-time surveillance was seen to contribute to an increase in ESP run life, firstly, by preventing the ESP from being misoperated and experiencing excessive stress, and secondly, by using the alarm classification as the basis for service quality reviews to promptly identify remedial action items.

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Multi-asset Production Support Centre—Generating Values

Cited by 3 publications

References 0 publications

Integrated Operations another Tool for Achieving Operational Excellence in the Oil and Gas Sector

Integrated Operations another Tool for Achieving Operational Excellence in the Oil and Gas Sector

Integrated Operations: Value and Approach in the Oil Industry

How 24/7 Real-Time Surveillance Increases ESP Run Life and Uptime

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