Upstream Workflow Transformation in a Mature Joint Venture Asset:- Design, Implementation and Adoption for Value Creation

Adeyemi, Olutope S.

doi:10.2118/167484-ms

Cited by 3 publications

(1 citation statement)

References 11 publications

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“…Lean six sigma techniques were also used to integrate artificial intelligence to provide production optimization (Popa et al, 2005). Practitioners and researchers have also applied lean tools to improve upstream workflows (Adeyemi, 2013).…”

Section: Ijlss 112mentioning

confidence: 99%

Evaluation of value stream mapping (VSM) applicability to the oil and gas chain processes

Lobo

Calado

Conceição

2018

IJLSS

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Purpose Lean approach has overcome the boundaries of the automotive and manufacturing industry and has achieved many different sectors of the economy, including services. In this context, this paper aims to investigate the applicability of value stream mapping (VSM) tool in processes of the oil and gas chain. Also, this paper investigates if there is a specific framework currently being used by organizations belonging to this chain to map the value stream of its processes. Design/methodology/approach A detailed systematic review of the literature is done by using a set of relevant keywords based on peer-reviewed journal articles and conference papers available in the Scopus database, analyzing data from 2012 to 2017. Content analysis methodology involving a four-step process (identification, screening, eligibility and inclusion) suggested by Moher et al. (2009) was adopted for this study. Findings The number of studies in literature on VSM applicability to the oil and gas chain processes is low when compared to studies regarding the application of lean tools and methods in general in this area. Also, there is no specific framework that has been used by the oil and gas chain companies to carry out the VSM, which is a research gap that can be further explored. Research limitations/implications Sample size for this research consists of 42 studies, thereby limiting the generalizability of the research studies. However, the analysis presented in this paper was based only on Scopus database, which is a remarkable and broad base, which provided robustness to the data found. Practical implications Practicing managers of oil and gas chain who are planning to transform their processes can use the VSM for it. Researchers can explore the research gap found in this study and develop a specific framework to implement VSM in the oil and gas chain processes. Originality/value This is the first paper to evaluate the VSM tool applicability to the oil and gas chain processes based on an systematic literature review and understand if this is possible and if there is a specific framework to carry out this task.

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Section: Ijlss 112mentioning

confidence: 99%

Evaluation of value stream mapping (VSM) applicability to the oil and gas chain processes

Lobo

Calado

Conceição

2018

IJLSS

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Uncertainty and Risk Management Plans are Critical for Team Alignment and Better Decision Quality

Sawiris

Howes

Rodriguez

et al. 2015

SPE Annual Technical Conference and Exhibition

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The Uncertainty Management Plan (UMP) and Risk Management Plan (RMP) processes are an integral component of Reservoir Management and Project Management at Chevron. The UMP and RMP are key to safely deliver and improve the movement of Resources to Reserves to Production (R2R2P) and the maturation of Organic Resource Opportunities (ORO) in a timely and economical manner. The UMP helps project teams identify key uncertainties and develop robust work plans to resolve these uncertainties in order to improve decision quality and maximize value to the company. The RMP helps project teams identify key technical, mechanical and commercial risks, and develop appropriate mitigation and contingency plans for these risks. The RMP will also help the team identify and address process safety risks related to subsurface integrity issues. The UMP and RMP drive development plans, technology plans, surveillance plans, operating plans and resource loaded work plans. This is even more critical at the current low oil prices where many projects become economically challenged; we need to focus our efforts and resources to be decision driven and value driven. We will compare and contrast the concepts of uncertainty and risk and present case studies of how the UMP and RMP were successfully used on a variety of assets. We will also discuss some of the pitfalls, lessons learned and best practices.

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CiSoft and Smart Oilfield Technologies

Ershaghi

Paul

Hauser³

et al. 2016

All Days

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With the ever increasing complexity of upstream oilfield operations, it has long been recognized that there is a serious need for capturing, communicating, analyzing, and using real-time information for better decision making, improving safety and reducing the operational cost of the oilfield operations. During the last two decades, the use of information technology for advanced services such as wireless, voice, and video communication plus advanced algorithms for data cleansing, data mining, data-driven analytics have changed the landscape for many international and national oil companies. These types of enhancements can lead to an increase in efficiencies when all stakeholders in an organization can access networked applications and services anywhere at any time, Figure 1. Although the need for smart oil field technology was long recognized, the development of smart oil field tools did not keep pace with the increased complexity or the availability of large amounts of data. Even when these tools became available, there was a reticence to immediately utilize them. Managing the required organizational and cultural changes required to effectively deploy and apply smart oilfield technologies has been a challenge. But the key to success has been upper management resolve to utilize increased flows of information and work processes redesign to reduce operating costs and increase capital efficiency. Development and deployment of advanced technologies require a blend of information science expertise and domain knowledge in oilfield operations. Forming and successfully managing a strategic alliance between industry and universities can be an effective solution to forming a hub for critical technology development, and also preparing digital oilfield engineers to expedite deployment. This paper presents an analysis of a more than a decade of advances in smart oilfield technologies with examples of tools and techniques developed at USC Center for Interactive Smart Oilfield Technologies (CiSoft).). This globally unique strategic alliance (www.cisoft.usc.edu) was initiated in 2003 as an extended education and research partnership with the Chevron Corporation to build new capabilities, academic degree programs, and technology advancements for the first generation of digital oilfields. Through the unique collaborative efforts of USC researchers from information technology and petroleum engineering, smart working solutions have been developed to advance the cause of oilfield safety, efficiency, and enhanced economics using intelligent algorithms and tools. The success of the Center has been the development of innovative workflow processes addressing how typical human intensive oilfield monitoring and control can be transformed into solutions that can reduce failures, substantially enhance raw and interpreted data access, and help in engineering decision making with innovative machine learning algorithms. The alliance has included efforts of 180 Ph.D. students, producing 160 publications, over 50 inventions and 40 patents in a decade time. Many of these publications are source materials that can be used for development of organized courses and training programs on smart oilfield technologies. Topics discussed include the working model for this alliance, research management process, an educational component and a new dimension of the Center to commercialize certain technologies through service companies. Technologies already patented are discussed in the technical papers listed in the reference section. Focus on many projects has been on preventing failures and for lowering operational cost. Best practices and lessons learned from formation and operation of CiSoft can serve as effective ways for establishing more similar strategic partnerships between the industry and academia.

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Upstream Workflow Transformation in a Mature Joint Venture Asset:- Design, Implementation and Adoption for Value Creation

Cited by 3 publications

References 11 publications

Evaluation of value stream mapping (VSM) applicability to the oil and gas chain processes

Evaluation of value stream mapping (VSM) applicability to the oil and gas chain processes

Uncertainty and Risk Management Plans are Critical for Team Alignment and Better Decision Quality

CiSoft and Smart Oilfield Technologies

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