2013 Honeywell Users Group Asia Pacific · 2013 Honeywell Users Group Asia Pacific 1 Honeywell...
Transcript of 2013 Honeywell Users Group Asia Pacific · 2013 Honeywell Users Group Asia Pacific 1 Honeywell...
2013 Honeywell Users Group Asia Pacific
1
Honeywell Perspective on Collaboration and Knowledge Management
Gerry Gutierrez, Phoenix AZ
2
Productivity • Consolidate personnel • Data/Information more
readably available
Retention/Hiring/Training • Helps alleviate the impact from
turnover • Location is more “acceptable” than
Slope (easier to hire)
Leverage Expertise • Industry workforce trends • Power Customer: “We can do what
it would take a team 6 times the size to do in the field”
Regulatory Compliance • Focus on compliance auditing • Better response to tightened safety
and environmental regulation
Reliability • Proactive monitoring • Faster resolution of
problems
Production • Advanced Solutions enable
production improvements • Reduces downtime
Safety • Incident Commission: “Operators
must have effective systems in place for integrating the various corporate cultures, internal procedures, and decision-making protocols”
Knowledge Management • Truly institutionalizing best practices,
and knowledge sharing
Drivers for Remote Support and Collaboration Centers
3
People Impact is Critical
0
10
20
30
40
50
60
70
80
Sup
v U
pgra
ding
Pro
ject
Eng
inee
r
Sup
v E
xtra
ctio
n M
aint
Rel
Eng
inee
r
Sch
edul
er
Pla
nner
Sup
v E
xtra
ctio
n
SC
M A
naly
st
SC
M Te
am L
ead
Sup
v S
WS
Mai
nten
ance
Turn
over
Man
ager
Sup
evis
or M
ine
Em
erge
ncy
Coo
rdin
ator
Pro
ject
Man
ager
Pro
ject
Con
trols
Mgr
Sup
ervi
sor I
n-si
tu
Mgr
-Ope
ratio
ns
Pro
ject
Coo
rdin
ator
Mgr
-Mai
nten
ance
Pro
cess
Eng
inee
r
Saf
ety
Spe
cial
ist
Chi
ef S
team
Eng
inee
r
Em
erg
Res
pons
e O
ffice
r
Average time in role
Average optimum time for an employee to occupy this role
Average time to attain “competency”
Time to competency vs. optimum time in role vs. average time in role (current incumbents removed)Time (months)
4
Remote Operations/Collaboration Offerings
Competitive Advantage
Operational Excellence
Value as much as 5% in Profit, 6% in Productivity
5
4 Levels of Design
1. Control Room Consolidation / Remote Operations 2. Remote Support Centers 3. Centralized Performance Management 4. Collaboration Centers / Integrated Operations
6
Level 1: Control Room Consolidation & Remote Centers
• Consolidate several operating centers into a single control room and operations center
• Focus on Resourcing Efficiencies • Common Work Practices • Lower Support Costs • Centralized Systems Support
• Organizational Improvement • Establish operator best practice requirements on both
physical and systems level, with a focus to drive better operational performance – Improved Ergonomics & Building Design (Sound, lighting, …) – Control System Best Practices (Graphics, Alarming, Radio, …)
Action Objectives Expected Outcome
7
Leveraging Partnerships in Specific Areas
-30º
18º
4 ft
7 in
Upper Visual Limit 50 °
-15
9 ft.
-30º 9 ft
1 in
15º
28º
-15º
19 ft.
22.8
in.
6 ft.
2 in
.
Ergonomic Design
KOC Project
ASM Compliant Graphics
8
Offshore oil production Example - Wintershall Noordzee
•18 platforms monitored and operated from a central facility on-shore •Single production coordination facility to support •Focus on enhancement of production operations
Outcomes
Offshore staff 8 -> 4 - relocated onshore
Improved safety, efficiency, availability, response and job satisfaction
Opportunity to develop smaller reserves
Aspirational program, platform for future development
9
Level 2: Remote Support Centers or Data Recovery
• Conduct real-time analysis at an Engineering/IT level for pro-active deployment and monitoring of key Technical functions and applications
• Speed of deployment • Higher Value at solution/application level • Standard practices • Leveraging scarce SME resourcing • Improved sustainability with lower cost of ownership
• Organizational change & people efficiency • Standardization of platforms and applications
Action Objectives Expected Outcome
10
Remote Support Centers: Codelco Example - Copper mining
Chuquicamata
Andina
El Teniente
Chile Remote Monitoring and Support Center - Santiago
•Monitoring & Remote Access •Centralized platform support •Process Performance Analysis and Support •Advanced Application support and tuning •Facilities Access Control •Training
Outcomes
Improved Throughput (2%)
Improved Recovery (1.75%)
Lower Process Variability + standardization, improved staffing, energy efficiency, preventive maintenance, personnel safety, benchmarking
Resourcing, Deployment and Sustainability
11
Level 3: Centralized Performance Management
• Bring real-time analysis to the Engineering/IT level for pro-active monitoring of key operating requirements for Performance Management
• KPI driven systems for operational best practices and unit optimization (Valero)
• Long term trend analysis and operations support (TransAlta) • Exception based surveillance (Shell) • Centralized performance optimization (BOC, Alcoa)
• Organizational Change & Strong Business Drivers • Sustainable practice to drive competitive advantage
Action Objectives Expected Outcome
12
Offshore & Onshore Control Rooms Centralized Surveillance Center Asset Engineer Team Rooms
- DCS/SCADA - Handhelds - Control Rooms - Short Interval Control
- Advanced Alarming - Workflow - Dynamic Reporting - Knowledge Database
- Decline Curve / Production Profile - Integrated Asset Planner - Process Modeler - Reservoir Simulation
SECONDS MINUTES HOURS DAYS WEEKS MONTHS YEARS FIELD LIFE
Operational Control
Real time Operations
•Data Validation & Preparation
•Observation •Trending & Analysis
•Condition Diagnosis & Recommendation
Surveillance
•Capture & Maintain Parameters
•Short Cycle •Long Cycle •Performance Management
Well and Reservoir
Performance
Shell Upstream – Exception Based Surveillance
13
• Bring together Operations, Production Management, Reliability, …, into a single/network of collaboration centers to optimize work processes flows and redefine workflows.
• Designed from “Inside Out” • Deliver information as data in context • Enable collaboration across the organization • Requires solid network infrastructure design • Highly dependent upon “next generation” technologies
• Business Transformation
Level 4: Collaboration Centers / Integrated Operations
Action Objectives Expected Outcome
14
Collaboration Project Themes
• Build the Continuous Improvement Culture into everybody’s job
• An expert is always accessible • Manage by exception with
automatic notification of off spec, alarms and significant deviations
• Event-triggered actions • Pulling information together from all
sources to build a complete picture of the business
• One source of the truth • Standard tools and methods for
analyzing data that allows structured and ad-hoc analysis
• Automate data collection with data validation
14
COLLABORATION
AUTOMATED WORK FLOW
RAW DATA COLLECTION and MONITORING
INTEGRATED INFORMATION
DATA ANALYSIS
15
Vision & Concept Design & Procurement Implementation & Deployment
Sustain & Improve
Strategy
Change
Processes
Technology
Services
Institutionalize improvements
Develop shared vision
Tie to capabilities
and domains
Define •Scope •Business Case •Timeline • Project Strategy
On-going leadership, empowerment, motivation
Design organization
Map competencies
Create competency development programs
Deploy new organization
As-is work processes
Design new work processes
Deploy new work processes
Develop functional specifications and domain interfaces
Develop technical specifications
Build and Commission
Define support areas and post-deployment collaboration model
Develop collaborative
metrics
Benchmarking & Assessment Process
Support Services
Executive M
gt. Central
Eng’g Mgt.
Site Ops. M
gt. Site Ops.
Mgt.
Site Ops.
Consolidate and iterate
Sustainment Model
•Automation •Software •IT Infrastructure •Telecomm •Instrumentation
Adv. Sol.
LOB Alignment
LSS AS/ P&AS / 3rd Party Partnership P&AS & Adv. Sol PMO
Human Factors/Ergonomics
Collaboration Functional Breakdown
Continuous Improvement
Manage Change
Map Data Flows
Value Generation Model
Competency Management
Physical Structures and
Location
Physical Build out
16
Common Navigation Configurable User Views and Dashboards
Calculations
CMMS ERP MPI LIMS GGPE Other GIS Historian DST
Common Navigation to multiple sources of
production and operational data
Measure your business by capturing events, data, documents through federated approach Measure
Workflow & Integration Services
Orchestrate
Present and collaborate across functions and COE SharePoint Portal, Presentation Webparts, KPI Dashboards
Present
Analysis, Reporting & Process Data Mining
Analyze Contextualize via data models
Contextualize
Semantic Model 3rd Party Analysis Service
Validation Alarm and Events Workflow
Data Services
Notification Service
Business, E&P & Real-time Process Data
XOR
3
a
V
at o ead esc edu g
e e a
Update Work Info>Estimate
in Remedy
Fix Incident
Incident Fixed
V
Assign to MOS L1/L2
Close Incident
Knowledge Article
Process
Incident Closed
Provide Lead with new time
estimate
Provide Lead with actual
time estimate
Work Info Updated
Update work info
ssess st ates
Estimates Inaccurate
Work Info>Estimate
Updated
XOR
V
V
Matrikon Lead Referral Issued
XOR
Lead provided with actual
time estimate
Lead provided with new time
estimate
XOR
Validate CI
CI Incorrect
XOR CI Correct
3
Estimates Accurate
CI Updated
Update CI
V V
V
V
FunctionFunction
Event
FunctionFunction
Event
Technology to Enable Collaboration
2013 Honeywell Users Group Asia Pacific
17
Questions