overview
These same operators are adapting technologies devel- oped in the defense and manufacturing sectors to address oil & gas requirements, IHS said. Applications include deploy- ing robots to inspect diffi cult-to-access elements such as offshore risers, and piloting unmanned aerial vehicles (i.e., drones) into areas that are dangerous for human intervention. Another area is process control optimization, which applies sophisticated modelling and simulation tools to increase production regularity and run equipment and facilities closer to their designed capacities.
Pockets of Technological Excellence IHS has identifi ed several “pockets of technological excel- lence” that it believes offer the greatest potential to impact near-term oil & gas industry costs. One such pocket has been the exploitation of shale gas and tight oil resources. The phenomenal growth of these resources since the late 2000s can be attributed largely to manufacturing-style continuous improvement technologies and techniques applied to drilling and well-completion activities. For example, drilling effi ciency in the Eagle Ford play increased nearly 150% from 2010 to 2014, as an increasing number of wells drilled provided an opportunity to apply these principles.
“In the lower oil price environment, we see an opportu-
nity for producers to mirror these approaches across their broader portfolios by adapting a continuous-improvement mindset to their global operations,” Jacobs said. “We believe that elements of these same manufacturing concepts can be applied in more conventional oil & gas settings. The keys for producers are to target repetitive tasks associated with well construction and other fi eld development and operational activities with these forms of “high-iteration learning,” and to deploy the technology [e.g., real-data systems, advanced analytical tools] that can enable it.”
IHS has documented several impressive cases of oil companies shifting toward an extreme minimum manning operating philosophy.
Another pocket of technological excellence IHS identi- Drilling effi ciency in the Eagle Ford shale play increased nearly 150% from 2010 to 2014.
fi ed involves realizing substantial CAPEX and OPEX reduc- tions through extreme de-manning, or operating oil & gas facilities with far fewer staff than is standard today. By le- veraging both higher levels of automation and robust com- munication networks to remotely operate their facilities instead, oil companies can reduce OPEX by up to 70%. They can reduce CAPEX by 3–15% by designing facilities upfront to refl ect these lower staffi ng levels. IHS has documented sev- eral impressive cases of oil companies shifting toward this extreme minimum manning operating philosophy in their
14 — Energy Manufacturing 2016
Image courtesy IHS
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