XHQ Operational Intelligence

Transcription

1 Answers to the worlds toughest questions XHQ Operational Intelligence Improving the efficiency and integrity of hydro-carbon operations through Knowledge Sharing and Information Management

2 Today s challenges in the O&G industry are enormous but which one is the most worrying? Challenges Aging Workforces Global markets and increased competition Growing demand vs. capacity constraints Dynamic market conditions Regulatory pressures Company consolidation Distributed Assets and Operations Aging Workforces 66% are 40 years or older How do we compare to other industries? Do we have enough school graduates? What do we consider to be our core competitive advantage?

3 Need for a Change Fundamental Opportunities Fundamental Change Reengineering is often needed when a system has been untended What is Business Process Reengineering fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed - Michael Hammer, "Reengineering the Corporation", 1993 Nearly two-thirds (63%) have more than 16 years of experience We are living in the Information Age We have invested in Engineering and Automation Solutions Strategy Moving Forward Capture the knowledge Make information available to the right people at the right time Reorganize our work processes Improved Decision Making

4 XHQ Operational Intelligence Siemens Answer for Improved Decision Making Operational Intelligence a special class of Knowledge Management and Information Sharing solutions Operational Intelligence aims at presenting decision critical information to the right people in a way that is easy to assimilate, without clouding the real meaning of the data and with the goal of improving the decision making process Improvements in the Decision Making Process at Every Level in the Enterprise What is the current status of my business? When let me know immediately when something is wrong or I am deviating from plan Where are my production and operational challenges? Why is there a challenge, root-cause analysis, troubleshooting How does the current situation compare to previous situations, how effective were previous solutions, how can I leverage previous knowledge, how do I solve the problem and prevent problem from occurring

5 Operational Intelligence facilitates your Business Process Reengineering to capture the most out of Knowledge Management The Process of Designing an OI Solution The Framework to 1. Standardization 2. Capture knowledge around Best Practices 3. Enable Multi-discipline and Cross-site Collaboration 4. Enable decision making at every level 5. Leverage Efficiencies across the whole supply chain 6. Mechanism for Continuous Improvement Integrate information from disparate sources Join together standalone solutions Melting Pot of multiple disciplines Translate Business objectives to Operational actions Raise awareness about loss opportunity Enable real time comparison against targets Perform advanced and real time trouble shooting Provide a bench marking framework Identify Bad Actors

6 XHQ Unified Information Model Bridging the gap Operations and Business Systems Insulates users from back end complexity Organizes the Data in a structured/logical way Organizes user views in logical business process flows for trouble shooting Provides mechanism for data aggregation Allows drill downs Allows reuse Informational is often scattered in various silos developed around specific applications and within functional areas of the organization. It may comprise of hundreds of thousands of measurements (tags), millions of records (events, documents, lab samples, etc.), different types of data (tag, relational, and time series).

7 References in Oil and Gas, Petrochemicals Largest Operational Intelligence projects in Refining, Upstream and Chemical; 300+ sites and 60,000 Users Worldwide; 60 Refineries 20% of the world s refining capacity; 30+ Upstream Sites; 150 Chemical Plants; HQ: 108 Plants HQ: 85 Sites HQ: 40 Sites 29 Sites 7 Sites HQ: 5 Sites 4 Sites 4 Sites 3 Sites TengizChevroil

8 Brings Enterprise Productivity and Effectiveness to a New Level It was obvious that the unification of an empowered, engaged workforce and a highly capable set of real-time information-based, decision-support tools can deliver impressive business result. -Facility Manager Aligning company strategy and behavior Improving the decision making process at every level Improving visibility and transparency through a single source of accurate information Establishing ownership and accountability Fostering Collaboration and Resource Sharing Documented ROI Reduction in operating expenses Increase in facility utilization Increase in operational avaiability Increase in production 8% 9% 2,5% 11%

9 Enterprise Monitoring Solution Monitoring the overall supply chain Oil & Gas Wells Upstream gas plants Downstrea m gas plants Gas sales grids GOSPs Refineries Bulk plants Crude treatment and stabilizers Crude terminals

10 Operational Intelligence across the Supply Chain We achieved increased cooperation, independent of location, between operators, maintenance personnel, electricians, production management as well as business management and suppliers to provide a more streamlined plant operation

11 Project details XHQ Equipment Health Monitoring XHQ Facilities Surveillance and Optimization Objective and Benefits Project: Customer: Location: Upstream Equipment Health Monitoring (UEHM) ExxonMobil Pilot in LaBarge, Wyoming Global Rollout -3 years, 200 Sites Facility surveillance & Optimization Asset performance monitoring UEHM system will achieve improved upstream production equipment operability and reliability Reduce downtime and decrease risk of Health, Safety, and Environmental events Optimize production through enhanced equipment diagnostics, preventive maintenance and continuous equipment health monitoring

12 Modeling Process Knowledge UEHM was built to capture knowledge of best practices in operating, maintaining and monitoring Top-Tier equipment, sharing information throughout the enterprise and ensuring that expertise is maintained as the workforce turns over. Best-practice implementation, resulting from crossfunctional partnership between Operations and IT. Engineering, Operations, Maintenance, HES, and others capture operational and process knowledge, building it into the XHQ solution. IT knows where data is (databases, ERP, etc.), but also maintains the system environment, watches over security, etc.

13 Key Aspects of the UEHM Solution Provide the complete picture by integrating data from data systems (OPC- UA) and Databases Alerting of deviations from operating plan, desired production values, safe operating limits UEHM models gas turbines, generators, compressors, pumps, and motors. All have standard health-monitoring views, trends, alerts, and underlying calculations. The solution hierarchy is presented as they are seen operationally: by plant, train, area, unit, etc. Present information from multiple viewpoints for different users (process, quality, production, inventory, environmental, maintenance).

14 Thank you! For More Information Please visit: Peter Postma Siemens, Netherlands Ibrahim El Sayed Siemens Energy Inc., USA Q&A

15 Modeling the Asset Hierarchy Knowledge management solutions should be operationsfocused and unconstrained by ERP-system structure (e.g., functional location ). The solution hierarchy should be presented as they are seen operationally: by plant, train, area, unit, etc. Naming should be flexible, and use operations-focused names (e.g.: Crude_1, FCC, C3401A, etc.) XHQ solutions present information from multiple viewpoints for different users (process, quality, production, inventory, environmental, maintenance).

16 XHQ Asset Modeling In XHQ, asset models are built of components and component views. UEHM models gas turbines, generators, compressors, pumps, and motors. All have standard health-monitoring views, trends, alerts, and underlying calculations. Once baseline components are built, components/views for similar equipment are created by adding another instance into the hierarchy with the name of the new instance. e.g., C3401A and C3401B are both Centrif_Compressors. Both use the same component and views. New components can be built for differing configurations, (e.g., additional stages) inheriting baseline content while adjusting for differences.

17 OPC-UA and XHQ Siemens supports OPC-UA, which will make process data more available across the enterprise. All information, relational and real-time, presented in context. For example, a compressor s health may include: Current process values around the device (PI), Bearing temperature readings (OPC), Vibration readings (OPC), Performance curves (DB), Maintenance work orders and schedule (DB/SAP). Without both, the picture is incomplete.

18 Alerts and Business Processes Alert Notification System, a core part of XHQ, notifies users of deviations from: operating plan, desired production values, or safe operating limits. Alert processing is rule-based and configurable by end-users. Alert notifications may be sent by , SMS, or by triggering a business process workflow (e.g., in SharePoint).

19 Considering the variety of Challenges we are facing combined with our aging workforce The current revolution in information technology Now is the right time to invest in Knowledge Management and Information Sharing Solutions

20 Today s challenges in the O&G industry require more than marginal solutions Challenges Global markets and increased competition Growing demand vs. capacity constraints Dynamic market conditions Regulatory pressures Company consolidation Distributed Assets and Operations Aging workforces Two types of Business Process Improvement: Incremental and Marginal Improvements Business Process Reengineering (BPR) Reengineering is often needed when a system has been untended Engineering and Automation Solutions Focused on automation of current processes to improve Operational Efficiencies, Asset Availability and Productivity, Flexibility and Responsiveness Necessary but come as Marginal/Incremental Solutions Limited to Single Processes and Tasks Fail to solve all current challenges What is BPR? fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed - Michael Hammer, "Reengineering the Corporation", 1993