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22                                        Intelligent Digital Oil and Gas Fields


              c. The automation process boosts the entire manual workflow orders of
                 magnitude compared with baseline performance, reducing human
                 error and miscalculations.
          4. Increase staff/team efficiency.
              a. Today between 60% and 80% of engineers are spending their time
                 in data collection and management. Why not engage machines in
                 performing this tedious and error-prone task and dedicate the engi-
                 neering time for identifying short- and long-term opportunities?
             b. Allow more time spent in troubleshooting, addressing performance
                 issues, and generating in right time rapid diagnostic and present
                 short-term opportunities.
              c. Manage by exception with automated advisories ensuring that the
                 staff addresses issues based on value and key performance criteria
                 and in the most efficient order
             d. Focus on long-term opportunities.
          5. Decrease other operational costs
          Intangible metrics:
          •  Better collaboration and cooperation among professional disciplines.
          •  Proactive addressing of operational issuesless reactive
          •  Increasing teamwork motivation
          •  Fast engagement and identification (ownership but with governance)
             with company goals.

          1.6.3 DOF Benchmarks Across the World

          This section provides examples of some of the business value generated by
          the DOF projects discussed earlier in this chapter and are summarized in
          Tables 1.1–1.9. Fig. 1.11 illustrates that since the late 1990s many companies
          including IOCs, NOCs, and independent E&Ps have implemented DOF
          around the world. Tables 1.1–1.9 provide a summary of the characteristics
          for a survey of DOF projects.


          1.6.3.1 Smart Fields
          To quantify the added value of its Smart Field program, Shell impleme-
          nted a rigorous value assessment (Van den Berg et al., 2010) based on
          conservative estimation and calculation rules. The assessment included
          50 Shell assets worldwide, evaluating the impact for 12months (in 2009).
          The categories evaluated during the test were smart wells, well optimization,
          facilities optimization, remote/automated operations, and team efficiency
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