Page 57 - Industrial Plants

The industry “future state” can be anticipated asset
owners are working multiple future models

CHANGING DESIGN, BUILD AND OPERATION OF OIL AND GAS ASSETS

PLANT DIGITALISATION MRO INVENTORY MANAGEMENT
• Advanced analytics for flow • Accurate levels of stock
simulation and optimisation
• Unused inventory is sold off before
• Autonomous machinery it becomes obsolete
using IoT and sensors
AUTONOMOUS MACHINES
DIGITAL SUPPLY CHAIN • Machines operating without need
for human control
• Cloud-based logistics and • Robots performing dangerous or
load-sharing platforms difficult tasks
• Digital tools to quickly and CONNECTIVITY/DIGITAL PLANNING
accurately determine pricing
• RFID tagging to optimise • Virtual reality worker support
routes
• Document management and control
• Digital training
PREDICTIVE MAINTENANCE • Connected workers
• Sensors, transmitting ADVANCED DRILLING
operational status and
performance • Automated drilling
• Smart algorithms to optimise • Real-time drilling analysis
maintenance schedules
ITALIAN VALUE CHAIN HAS THE CAPABILITIES TO ADDRESS
THE CHALLENGES
Figure 2: Digital
2
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rather than turning to their familiar, dog-eared results at reasonable costs, executives need to develop
manual, or exchanging data and communicating a strategic roadmap encompassing the digital strategy,
real-time with technical experts to evaluate operating model changes and, most importantly,
corrosion issues on a pipeline. people capabilities.
Approaches differ, of course, from one company to the
next, depending on appetite for risk, potential gains
Tapping the full potential of from digital, and readiness for the transformation. But
digital transformation they typically include five key elements:
1. Identify the areas of the value chain with the
Greater changes will come over time, but today most highest impact on financial and operating
companies are still preparing the groundwork for the results, and cross them with the opportunities to
larger and more disruptive transformations that will enhance delivery through digital technologies (see
come as oil and gas companies implement a broader Figure 3).
range of digital technologies (see Figure 2). As they put 2. Monitor key industry and technology trends,
in place specific digital capabilities that can deliver fast focusing on the identified value chain areas and
Opportunities along the O&G value chain

Figure 3. Although
digital will affect the
entire oil and gas
value chain, four key
Refining &
Sales &
Exploration Development Production processing Marketing application areas are
already emerging
Improve Real time reservoir optimization
performance Prediction analytics; integrating production bottom Optimise prediction of Identify future
the "cracking
improve drilling accuracy,
through better Make real-time decisions identify anomalies & prevent hole sensor data with reservoir spread" to produce transportation needs
with 3D visualizations
decisions and undesired events model intelligent / smart higher yields more to reduce costs
faster insight field efficiently
Optimize data Integrated financial
for process Appraise acreage actions Build real time data into Automatic update of well model planning; aligning
using competitive
modelling and intelligence dashboard earth model on rigs and production to peak
onshore
sales opportunities
appraisal
Enable Reduce onsite personnel with remote operations
automatic Automated large data Automated concept Spot market analysis
integrated prospect
management analysis (aerial / analogue / selection optimization Long-term demand and
of systems and near field data etc.) Optimize maintenance, minimizing shut-downs with trend analysis
predictive analytics / maintenance
processes
Increase Increase Increase ultimate recovery, Optimize higher Optimize pricing
certainty speed decreasing risks & yields production, and sales channels
operations cost increasing safety
INDUSTRIAL PLANTS - May 2017
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