Title: Using new Technology to Improve "Production Efficiency" and "Lower Operational Risk"
Abstract: Abstract The Oil and Gas industry currently faces some of the greatest challenges in its history; increasing demands to deliver sustainable operational improvements, regulatory scrutiny, crippling maintenance backlogs, poor plan accuracy and below optimum plan attainment results. As stakeholder expectation of operational performance continues to rise, organisations need to have deeper insight into frontline activities, in order to improve. At the heart of the problem is the complex interaction between the work management business process, asset integrity management (barrier management and impairment) and their impact on overall operational risk. Typically organisations manage the work identification and planning phases of the business process with software systems. However most still use antiquated paper based systems characterised by forms in triplicates or limited standalone electronic systems to manage the work execution phase. These systems provide a limited static view of work risk, no tactical or strategic appreciation of the cumulative work risk arising from planned and emergent work, and virtually no holistic consideration of barrier impairments and the impact of work risk. Finally with no data, no end to end integration and thus no feedback loop it is virtually impossible for these systems to help improve the understanding that drives better decision making and to cultivate asafer, more productive environment In this whitepaper, we will demonstrate how fully integrated technology systems can be used to intelligently link integral safe work planning and risk management processes to safe work control. In doing so, these systems can provide the means to complete the planning to execution work management business process, safely and sustainably. The data and information collected as a part of routine work completes the feedback loop as it is sent back to the other systems supporting the business process. Plan accuracy and plan attainment are improved as the planners have the actual details of what it took to do the job, improving the inputs to the plan the next time the work orders are executed. Contractor wait time can be reduced dramatically and frontline supervisors have the tools to optimise of the safe work plan to reduce operational risk and operational inefficiencies. By utilising new technology for the work management business process, senior management can, for the first time better understand and balance the relationship between delivering performance and operational risk.
Publication Year: 2013
Publication Date: 2013-10-22
Language: en
Type: article
Indexed In: ['crossref']
Access and Citation
AI Researcher Chatbot
Get quick answers to your questions about the article from our AI researcher chatbot