The digital worker: how technology is enhancing safety and productivity in the field

2020 ◽  
Vol 60 (2) ◽  
pp. 540
Author(s):  
Kate Taylor ◽  
Trevor Walker
Keyword(s):  
Asset Management ◽  
Oil And Gas ◽  
Management Strategies ◽  
Physical Space ◽  
Cost Effective ◽  
Oil And Gas Industry ◽  
Well Being ◽  
Field Trials ◽  
Operations And Maintenance ◽  
And Performance

The Australian workplace is currently in a state of evolution, from the physical space workers occupy to a way of working and interacting in which we are constantly connected. Technology is becoming cost-effective, making it more affordable at all workforce levels; businesses are investing in enterprise-grade solutions that are transforming both daily activities and long-term asset management strategies. To continue to drive the safety, productivity and cost improvements that our globally competitive market demands, we need to constantly assess technology solutions from outside the industry and adapt them to enhance our service delivery within the oil and gas industry. One such opportunity is the development and use of smartwatches within major hazard facilities. Through in-field trials, work crews are equipped with smartwatches that monitor health and well-being, alerting the worker if their risk of injury becomes elevated. These wearables also provide employees with efficient and effective accounting of personnel with their location in the case of emergency and provide opportunities for improved communication and productivity outcomes. Billions of dollars have been spent developing Australia’s oil and gas infrastructure. Ongoing operations and maintenance of these assets (and possible future expansions) remain labour intensive. With Australia’s comparatively high labour costs and the remoteness of both offshore and onshore resources, we cannot afford to hold back investment in our human assets, to gain deeper insights and optimise health and performance, as we have done in the case of our operating assets and equipment.

HRSG Fleet Integrity Management: Lessons Learned From the Field

2020 ◽  
Author(s):  
Andreas Fabricius ◽  
James Malloy ◽  
Mark Taylor ◽  
Peter Jackson ◽  
David Moelling
Keyword(s):  
Asset Management ◽  
Corporate Strategy ◽  
Management Strategies ◽  
Cost Effective ◽  
Operating Mode ◽  
Field Work ◽  
Lessons Learned ◽  
Management Actions ◽  
And Performance ◽  
The Impact

Abstract This paper presents key lessons learned from hundreds of field missions for assessing the condition of HRSGs at sites around the world. These involved field inspections, root cause of failure analyses and performance assessments on HRSGs of nearly every design, fuel type and operating mode. Statistics on degradation and failure risk areas are presented. Analysis techniques used in both preparing for field work and in assessing field examination results are also discussed. Trends in the evolution of the principal damage mechanisms over the years are examined, and predictions of future problem areas are considered with a view to guiding asset management actions. The impact on HRSG integrity of changes in unit designs, such as the move to flexible operation in response to the increasing contribution from renewables, is also assessed, and likely future trends are outlined. The use of qualitative and quantitative risk-based methods is also discussed and compared to the use of condition-based inspection methods as a basis for a fleet wide management strategy. A case study including a large IPP with several generating assets in its portfolio is presented and the most cost-effective method with respect to current corporate strategy is discussed. Recommendations for fleet management strategies are made.

scholarly journals Strategy of Strengthening Food and Beverage Industry in Indonesia

2019 ◽  
Vol 11 (4(J)) ◽  
pp. 102-110
Author(s):  
Ragimun ◽  
Sri Widodo
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Industrial Sector ◽  
Alcoholic Beverages ◽  
Beverage Industry ◽  
Food And Beverage Industry ◽  
Food And Beverage ◽  
The Government ◽  
And Performance ◽  
Food Commodities

The food and beverage industry has an important role to play in the Indonesian economy. This industry's contribution to the GDP of the non-oil and gas industry reaches almost 34 percent and absorbs a lot of labor. The purpose of this paper is to analyze the strategy of strengthening the food and beverage industry which can improve the performance and competitiveness of Indonesia's food and beverage industry sector. The approach used is a descriptive approach. The results of the analysis show that for some food commodities have a low competitiveness, while the beverage industry which is dominated by soft drinks and alcoholic beverages, Spirits drinks and Beer has an increasing trend. To improve the competitiveness and performance of Indonesian food and beverage products, the government has carried out several policies, but not yet optimal. The strengthening effort that must be made by the Government is to increase exports to non-optimal markets (Untapped Market Countries). In addition, for the development of small and medium industries, the industrial sector also needs fiscal incentives as well as increased industrial technology capabilities.

Integration of Radio Frequency Identification and GIS for Asset Management

2008 ◽  
Author(s):  
Joseph Hlady ◽  
Somen Mondal
Keyword(s):  
Radio Frequency ◽  
Radio Frequency Identification ◽  
Asset Management ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Rfid Technology ◽  
Time Data ◽  
Gas Industry ◽  
Frequency Identification ◽  
Control Loss

The use of Radio Frequency Identification (RFID) has grown substantially in the past few years. Driven mostly by the retail supply chain management industry and by inventory control (loss prevention), RFID technology is finding more acceptance in the security and personal tracking sectors beyond simple pass cards. This growth has of course resulted in greater acceptance of RFID technology and more standardization of process and systems as well as decreased per unit costs. The oil and gas industry is being exposed to the potential use of RFID technology, mostly through the safety and equipment inspection portion of construction management. However, the application of RFID technology is expected to expand to the material tracking and asset management realms in the near future. Integrating the information provided by RFIDs with EPCM project and owner/operator Geographic Information Systems (GIS) is a logical next step towards maximizing the value of RFID technology. By linking assets tracked in the field during movement, lay-down and construction to a GIS, projects will have accurate, real-time data on the location of materials as well as be able to query about those assets after commissioning. This same capability is being modified for post-commission use of RFID with facility GISs. This paper outlines how existing GISs used during the EPCM phases and those employed after commissioning can display, utilize and analyze information provided by RFID technology.

Application of Artificial Neural Networks in Predicting the Degradation of Tram Tracks Using Maintenance Data

2020 ◽  
pp. 845-864
Author(s):  
Sara Moridpour ◽  
Ehsan Mazloumi ◽  
Reyhaneh Hesami
Keyword(s):  
Neural Networks ◽  
Artificial Neural Networks ◽  
Asset Management ◽  
Management Strategies ◽  
Operating Cost ◽  
Light Rail ◽  
Ann Model ◽  
Track Geometry ◽  
Artificial Neural ◽  
And Performance

The increase in number of passengers and tramcars will wear down existing rail structures faster. This is forcing the rail infrastructure asset owners to incorporate asset management strategies to reduce total operating cost of maintenance whilst improving safety and performance. Analysing track geometry defects is critical to plan a proactive maintenance strategy in short and long term. Repairing and maintaining the correctly selected tram tracks can effectively reduce the cost of maintenance operations. The main contribution of this chapter is to explore the factors influencing the degradation of tram tracks (light rail tracks) using existing geometric data, inspection data, load data and repair data. This chapter also presents an Artificial Neural Networks (ANN) model to predict the degradation of tram tracks. Predicting the degradation of tram tracks will assist in understanding the maintenance needs of tram system and reduce the operating costs of the system.

Crystal balls and current affairs: the financial challenge of a changing climate to the oil and gas industry

2015 ◽  
Vol 55 (2) ◽  
pp. 490
Author(s):  
Adam Davis
Keyword(s):  
Large Scale ◽  
Ad Hoc ◽  
Climate Models ◽  
Oil And Gas ◽  
Insurance Industry ◽  
Cost Effective ◽  
Oil And Gas Industry ◽  
Capital Allocation ◽  
Risk Transfer ◽  
Changing Climate

Despite debate, the fact remains that the climate is changing. When considering the factors that determine potential financial impacts and losses that upstream oil and gas business could suffer due to a changing climate, the issues may primarily appear to be related to weather and geography. On closer examination, the factors that determine the severity of the impacts and losses are largely determined by the design and interdependencies of the financial and economic mechanisms of risk management. There is an increasing consensus in the insurance industry that the challenge presented by climate change, along with the increasing power of climate models, will result in far-reaching changes to the presently accepted practices of risk transfer. This extended abstract describes the increased power of climate models and the improved understanding of the present levels of under-adaptation when viewed from the position of investors in large-scale and long-lived oil and gas assets in Australia. It then looks at risk transfer models and examines potential limitations that have been identified due to the focus on ad-hoc post-disaster recovery when compared to a cost-effective pre-disaster resilience approach. The extended abstract then discusses how changes in the risk transfer approach could affect the financial aspects of an oil and gas business, such as the cost of borrowing, self-insurance, capital allocation and planning.

Harnessing the value of data in asset management for production assurance and to lower operating costs

2013 ◽  
Vol 53 (2) ◽  
pp. 491
Author(s):  
Paul Agar
Keyword(s):  
Asset Management ◽  
Net Present Value ◽  
Oil And Gas ◽  
New Technology ◽  
Critical Role ◽  
Oil And Gas Industry ◽  
Life Cycles ◽  
Critical Element ◽  
Management Decisions ◽  
Asset Data

With rising costs, a tight labour market, and prolonged global economic uncertainty, it is unsurprising that investment decisions are being re-evaluated across Australia's resources and energy industry. Amid this tough market environment, effective asset management has never been more important. Asset management was first adopted by Australia's oil and gas industry in the early 90s and is now well entrenched. There is widespread acknowledgement that it breaks down project complexity and plays a critical role in maximising project net present value. If done well, asset management takes a long-term view of asset life-cycles–from concept and creation, to services that deliver production assurance and lower costs. While these principles are well understood across the market, asset data capture and analysis–a critical element to successful asset management–requires ongoing review. Accurate and comprehensive asset data is the basis on which all good asset-management decisions are made. Developments in geographic information systems, SAP, and cloud-based technology are redefining the way asset data is collected, stored, analysed, and fed back into asset-management decisions. Asset managers of oil and gas assets should, therefore, be asking themselves three important questions: Are we using the latest technology to collect, store, and analyse asset data? Which project stakeholders need to interact with the data? Do our existing or planned asset-management models have the capacity to integrate and evolve with new technology as it develops?

The impact of leader-member exchange on knowledge sharing and performance

2016 ◽  
Vol 7 (3) ◽  
pp. 289-305 ◽  
Author(s):  
Maryam Sharifkhani ◽  
Javad Khazaei Pool ◽  
Sobhan Asian
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
And Performance ◽  
The Impact

Purpose The purpose of this study is to investigate the relationship between leader-member exchange (LMX), knowledge sharing and performance. Design/methodology/approach To reach the objective, a sample was used which consisted of some oil and gas companies in Singapore with experience in balanced scorecard (BSC) perspectives. The partial least-squares structural equation modeling approach was used to test the model. Findings The results showed that LMX affects knowledge sharing and performance positively and meaningfully. Moreover, knowledge sharing affects performance. Originality/value An integrated model of LMX, knowledge sharing and performance was tested in the oil and gas industry. The combination of a developed country context and the significance of LMX enhances the contextual contribution of the paper.

scholarly journals Advances in Asset Management Techniques: An Overview of Corrosion Mechanisms and Mitigation Strategies for Oil and Gas Pipelines

2012 ◽  
Vol 2012 ◽  
pp. 1-10 ◽  
Author(s):  
Chinedu I. Ossai
Keyword(s):  
Risk Assessment ◽  
Asset Management ◽  
Oil And Gas ◽  
Operation Time ◽  
Oil And Gas Industry ◽  
Gas Production ◽  
Mitigation Strategies ◽  
Maintenance Cost ◽  
Oil And Gas Production ◽  
Management Techniques

Effective management of assets in the oil and gas industry is vital in ensuring equipment availability, increased output, reduced maintenance cost, and minimal nonproductive time (NPT). Due to the high cost of assets used in oil and gas production, there is a need to enhance performance through good assets management techniques. This involves the minimization of NPT which accounts for about 20–30% of operation time needed from exploration to production. Corrosion contributes to about 25% of failures experienced in oil and gas production industry, while more than 50% of this failure is associated with sweet and sour corrosions in pipelines. This major risk in oil and gas production requires the understanding of the failure mechanism and procedures for assessment and control. For reduced pipeline failure and enhanced life cycle, corrosion experts should understand the mechanisms of corrosion, the risk assessment criteria, and mitigation strategies. This paper explores existing research in pipeline corrosion, in order to show the mechanisms, the risk assessment methodologies, and the framework for mitigation. The paper shows that corrosion in pipelines is combated at all stages of oil and gas production by incorporating field data information from previous fields into the new field’s development process.

scholarly journals Health and Well-being Challenges of Workers on the Upstream Sector in the Oil and Gas Industry

2021 ◽  
Author(s):  
Leila Mohajeri ◽  
Mohammad Ali Zahed ◽  
Morteza Pakravan
Keyword(s):  
Oil And Gas ◽  
Research Question ◽  
Health And Safety ◽  
Geographical Location ◽  
Oil And Gas Industry ◽  
Well Being ◽  
Gas Industry ◽  
Systematic Assessment ◽  
Physical Chemical ◽  
Health And Well Being

Introduction: Occupational nature, strenuous physical activity, shift work, spatial and geographical location, as well as support facilities and equipment, pose greater risks to individuals in the oil and gas industry, especially those engaged in offshore oil exploration and production activities. The purpose of this article is to explain the issue of health and well-being of oil and gas industry workers with regard to accidents in this industry, which can be better and more effective by managing safety, health and environment (HSE) by modeling events in other countries. Methods: This review article analyzes the health problems of oil and gas workers. The research question is what issues and challenges the upstream part of the oil and gas industry has in the field of employee welfare. Physical, chemical, biological and ergonomic risk factors have been investigated. It has also pushed the specific problems of the drilling industry (restrictions on offshore work, psychological hazards, stresses from frequent relocations, and sleep quality to choose from). Results: Physical, chemical and biological hazards have been identified as the most important hazards. In addition, psychological hazards have a very serious effect on health and safety. Conclusion: Systematic assessment of health risks, personnel health, training programs, accident analysis, is an effective method of HSE management.

scholarly journals GAP ANAGAP ANALYSIS ON RISK BASED INSPECTION (RBI) IMPLEMENTATION AT PT. XYZLYSIS ON RISK BASED INSPECTION (RBI) IMPLEMENTATION AT PT. XYZ

2021 ◽  
Vol 5 (2) ◽  
pp. 624-634
Author(s):  
Atta Rizky Suharto ◽  
Fatma Lestari
Keyword(s):  
Asset Management ◽  
Oil And Gas ◽  
Gap Analysis ◽  
Group Discussion ◽  
Secondary Data ◽  
Oil And Gas Industry ◽  
Damage Mechanism ◽  
Management Policy ◽  
Primary Data ◽  
Integrity Management

Risk Based Inspection (RBI) has been implemented mainly in oil and gas industry to manage the risk of aging facilities. The RBI plan has also been introduced for new facilities and become part of the design requirements, making it the right time for PT. XYZ to improve their RBI implementation to support the Facility Risk Integrity Management System. This is a semi-quantitative study on primary data collected through focus group discussion using the RBI evaluation parameters based on API 580, API 581, and field observation and secondary data from previous RBI reports, maintenance program, and inspection program. Finally, an evaluation was conducted to assess whether the RBI management strategy has been integrated to the safety and asset management; inspection, testing, and monitoring; and operation strategies. This gap analysis aims to evaluate the effectiveness of the ongoing RBI implementation at PT. XYZ in general while specifically identify the part of RBI and related Asset Integrity Management already implemented and those that still need further improvement. Results show an overall score of 328 of 470, showing a good implementation of RBI. The largest gaps identified are RBI on specific equipment (score=3.0), documented RBI management policy and strategy (score=3.8), risk target and risk acceptable level (score=4.0), and specific damage mechanism components (score=5.3).

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