New technologies application when automating an information-analytical activity in business processes of an oil and gas enterprise

2018 ◽  
pp. 39-42
Author(s):  
S.E. Litvinov ◽  
◽  
O.N. Kuzyakov ◽  
Keyword(s):  
Business Processes ◽  
Oil And Gas ◽  
New Technologies

The Digital Transformation of the Knowledge Worker

2021 ◽  
Author(s):  
Fernando Luis Creus
Keyword(s):  
Business Model ◽  
Business Processes ◽  
Corporate Strategy ◽  
Oil And Gas ◽  
New Technologies ◽  
Knowledge Workers ◽  
Knowledge Worker ◽  
Oil And Gas Industry ◽  
Digital Transformation ◽  
Digital World

Abstract Technological advances unveil a dual reality in the oil and gas Industry. On one hand, the benefits of blockchain and artificial intelligence (AI), among others, has arrived to revolutionize the industry. On the other hand, industry professionals remain trapped in bureaucratic processes that undermine their performance. The diagnosis: knowledge workers, responsible for optimizing the recovery and economic performance of the fields, are the missing link in the digital transformation chain. They are suffering the digitalization of the status quo. This paper puts forward a broad digital transformation framework designed to increase the knowledge worker's productivity. Digital transformation is not just about the implementation and use of cutting-edge technologies. It is also the response to digital trends, and about adopting new processes and redesigning existing ones to compete effectively in an increasingly digital world. Prioritizing technology as the ultimate goal puts the business processes and the knowledge workers aside from the discussion. The key to this proposal is rethinking the business model according to the possibilities of new technologies based on a six-dimension scheme:Corporate strategy: It defines the long-term vision and investment criteria for value creation. Technology is an element within a business scheme that should not be analyzed in isolation.Digital strategy: Within the corporate strategy, what operational and strategic role does technology play? Should it only support the company's operation, or should it drive strategic reinvention?Culture: While digital transformation is the company's response to digital trends, culture is the muscle that provides (or not) the attributes required to succeed in this transformation endeavor. Innovation and creativity should be promoted as part of the company's DNA.Knowledge processes: A business model, built on new technologies, will necessarily impose new and automated practices. While the automation of physical processes is a fact, the automation of knowledge processes is the weakest link.Data governance: It defines the necessary conditions that guarantee the quality of the information and its strategic acquisition. Two elements are a must: the automation of processes, thereby avoiding arbitrariness in data management; and centralized databases, thereby eliminating data duplicity and criteria discrepancy.Data Science: At this point in the model, the company has efficient, automatic, and fast processes, assuring the quality and availability of the data from its conception to the final storage. Then, data scientists will have all the means, and a clear and aligned vision (corporate strategy) to extract meaningful insights for the business.

Financial and Economic Support of Innovation Processes in the Russian Fuel and Energy Complex

2019 ◽  
Vol 12 (3) ◽  
pp. 77-85
Author(s):  
L. D. Kapranova ◽  
T. V. Pogodina
Keyword(s):  
Oil Recovery ◽  
Large Scale ◽  
Oil And Gas ◽  
New Technologies ◽  
Innovative Development ◽  
Oil Reserves ◽  
Energy Complex ◽  
Innovation Activities ◽  
Substantial Investment ◽  
The Government

The subject of the research is the current state of the fuel and energy complex (FEC) that ensures generation of a significant part of the budget and the innovative development of the economy.The purpose of the research was to establish priority directions for the development of the FEC sectors based on a comprehensive analysis of their innovative and investment activities. The dynamics of investment in the fuel and energy sector are considered. It is noted that large-scale modernization of the fuel and energy complex requires substantial investment and support from the government. The results of the government programs of corporate innovative development are analyzed. The results of the research identified innovative development priorities in the power, oil, gas and coal sectors of the fuel and energy complex. The most promising areas of innovative development in the oil and gas sector are the technologies of enhanced oil recovery; the development of hard-to-recover oil reserves; the production of liquefied natural gas and its transportation. In the power sector, the prospective areas are activities aimed at improving the performance reliability of the national energy systems and the introduction of digital technologies. Based on the research findings, it is concluded that the innovation activities in the fuel and energy complex primarily include the development of new technologies, modernization of the FEC technical base; adoption of state-of-the-art methods of coal mining and oil recovery; creating favorable economic conditions for industrial extraction of hard-to-recover reserves; transition to carbon-free fuel sources and energy carriers that can reduce energy consumption and cost as well as reducing the negative FEC impact on the environment.

Prospects for Using Digital Technologies in Production Logistics

2021 ◽  
Vol 27 (9) ◽  
pp. 725-733
Author(s):  
A. A. Volkova ◽  
V. A. Plotnikov ◽  
Yu. A. Nikitin ◽  
N. I. Vasil’ev
Keyword(s):  
Business Processes ◽  
New Technologies ◽  
Systems Approach ◽  
Digital Technologies ◽  
Careful Consideration ◽  
Efficient Operation ◽  
Production Logistics ◽  
Logistics Systems ◽  
Life Cycle Theory ◽  
Additional Value

Aim. The presented study aims to examine the specific features as well as organizational and technical aspects of production logistics, taking into account its potential for using digital technologies.Tasks. The authors consider the essence, purpose, and goals of production logistics; analyze major logistics systems used in production logistics; assess the prospects for using digital technologies in this sphere.Methods. This study uses the methodology of strategic and logistics management, the systems approach, life cycle theory, general scientific methods of generalization, comparative, retrospective, and structural-functional analysis.Results. The production and logistics systems of a company are considered as equivalent elements in the context of managing material flows in internal and external supply chains and achieving the company’s operational and development goals. In this regard, production logistics is shown as part of both logistics and production, which affects its organization and architecture. Under modern conditions, an approach based on certain data is widely used in production logistics. It requires active introduction of digital technologies in production logistics, the purpose of which is not to achieve technical or organizational perfection of business processes, but to select technologies from the perspective of creating additional value.Conclusions. In the course of the study, three categories of activities associated with production logistics are identified. For each of these categories, the prospects and recommended classification of digital technologies are defined. Particular emphasis is placed on improving the quality and efficiency of data use. According to the authors, all information systems and digital technologies used in production logistics should be highly reliable. Thus, introduction of any new technologies in production logistics requires careful consideration. Regardless of the type of technology, a systems approach to the organization and development of production logistics is a prerequisite for the efficient operation of the company as a whole.

The Use of a Sensor Modules System for Measuring Drilling Parameters in a Bit, Significantly Reduces the Construction Time of Wells in Eastern Siberia

2021 ◽  
Author(s):  
Andrey Alexandrovich Rebrikov ◽  
Anton Anatolyevich Koschenkov ◽  
Anastasiya Gennadievna Rakina ◽  
Igor Dmitrievich Kortunov ◽  
Nikita Vladimirovich Koshelev ◽  
...  
Keyword(s):  
Oil And Gas ◽  
New Technologies ◽  
Field Tests ◽  
Depth Of Cut ◽  
Drilling Process ◽  
Eastern Siberia ◽  
Construction Time ◽  
Stage Of Development ◽  
Drilling Parameters ◽  
Pdc Bit

Abstract Currently, production and exploration drilling has entered a stage of development where one of the highest priority goals is to reduce the time for well construction with new technologies and innovations. One of the key components in this aspect is the utilizing of the latest achievements in the design and manufacture of rock cutting tools – drill bits. This article presents some new ideas on methods for identifying different types of vibrations when drilling with PDC bits using a system of sensors installed directly into the bit itself. In the oil and gas fields of Eastern Siberia, one of the main reasons for ineffective drilling with PDC bits are vibrations, which lead to premature wear of the cutting structure of the bit and the achievement of low ROPs in the dolomite and dolerite intervals. For efficient drilling of wells of various trajectories with a bottom hole assembly (BHA), including a downhole motor (PDM) and a PDC bit, special attention is paid to control of the bit by limiting the depth of cut, as well as the level of vibrations that occur during drilling process. Often, the existing complex of surface and BHA equipment fails to identify vibrations that occur directly on the bit, as well as to establish the true cause of their occurrence. Therefore, as an innovative solution to this problem, a system of sensors installed directly into the bit itself is proposed. The use of such a system makes it possible to determine the drilling parameters, differentiated depending on the lithological properties of rocks, leading to an increase in vibration impact. Together with the Operators, tests have been successfully carried out, which have proven the effectiveness of the application of this technology. The data obtained during the field tests made it possible to determine the type and source of vibration very accurately during drilling. In turn, this made it possible to precisely adjust the drilling parameters according to the drilled rocks, to draw up a detailed road map of effective drilling in a specific interval. Correction of drilling parameters based on the analysis of data obtained from sensors installed in the bit made it possible to reduce the resulting wear of the PDC bit cutting structure and, if necessary, make changes to the bit design to improve the technical and economic indicators. Thus, the use of a system of sensors for measuring the drilling parameters in a bit ensured the dynamic stability of the entire BHA at the bottomhole when drilling in rocks of different hardness, significantly reduced the wear of the drilling tools and qualitatively improved the drilling performance.

Mining the air: Political ecologies of the circular carbon economy

2021 ◽  
pp. 251484862110614
Author(s):  
Holly Jean Buck
Keyword(s):  
Fossil Fuels ◽  
Oil And Gas ◽  
New Technologies ◽  
Oil And Gas Industry ◽  
Carbon Utilization ◽  
Gas Industry ◽  
The Public ◽  
Fossil Carbon ◽  
Political Ecologies ◽  
Carbon Economy

Can fossil-based fuels become carbon neutral or carbon negative? The oil and gas industry is facing pressure to decarbonize, and new technologies are allowing companies and experts to imagine lower-carbon fossil fuels as part of a circular carbon economy. This paper draws on interviews with experts, ethnographic observations at carbontech and carbon management events, and interviews with members of the public along a suggested CO2 pipeline route from Iowa to Texas, to explore: What is driving the sociotechnical imaginary of circular fossil carbon among experts, and what are its prospects? How do people living in the landscapes that are expected to provide carbon utilization and removal services understand their desirability and workability? First, the paper examines a contradiction in views of carbon professionals: while experts understand the scale of infrastructure, energy, and capital required to build a circular carbon economy, they face constraints in advocating for policies commensurate with this scale, though they have developed strategies for managing this disconnect. Second, the paper describes views from the land in the central US, surfacing questions about the sustainability of new technologies, the prospect of carbon dioxide pipelines, and the way circular carbon industries could intersect trends of decline in small rural towns. Experts often fail to consider local priorities and expertise, and people in working landscapes may not see the priorities and plans of experts, constituting a “double unseeing.” Robust energy democracy involves not just resistance to dominant imaginaries of circular carbon, but articulation of alternatives. New forms of expert and community collaboration will be key to transcending this double unseeing and furthering energy democracy.

Artificial Intelligence and Robotics in the Oil Industry: Will it Take My Job?

2021 ◽  
Author(s):  
Armstrong Lee Agbaji
Keyword(s):  
Artificial Intelligence ◽  
Oil And Gas ◽  
New Technologies ◽  
Oil Industry ◽  
Oil And Gas Industry ◽  
Human Robot Interaction ◽  
Gas Industry ◽  
Deep Dive ◽  
The Future ◽  
And Robotics

Abstract Historically, the oil and gas industry has been slow and extremely cautious to adopt emerging technologies. But in the Age of Artificial Intelligence (AI), the industry has broken from tradition. It has not only embraced AI; it is leading the pack. AI has not only changed what it now means to work in the oil industry, it has changed how companies create, capture, and deliver value. Thanks, or no thanks to automation, traditional oil industry skills and talents are now being threatened, and in most cases, rendered obsolete. Oil and gas industry day-to-day work is progressively gravitating towards software and algorithms, and today’s workers are resigning themselves to the fact that computers and robots will one day "take over" and do much of their work. The adoption of AI and how it might affect career prospects is currently causing a lot of anxiety among industry professionals. This paper details how artificial intelligence, automation, and robotics has redefined what it now means to work in the oil industry, as well as the new challenges and responsibilities that the AI revolution presents. It takes a deep-dive into human-robot interaction, and underscores what AI can, and cannot do. It also identifies several traditional oilfield positions that have become endangered by automation, addresses the premonitions of professionals in these endangered roles, and lays out a roadmap on how to survive and thrive in a digitally transformed world. The future of work is evolving, and new technologies are changing how talent is acquired, developed, and retained. That robots will someday "take our jobs" is not an impossible possibility. It is more of a reality than an exaggeration. Automation in the oil industry has achieved outcomes that go beyond human capabilities. In fact, the odds are overwhelming that AI that functions at a comparable level to humans will soon become ubiquitous in the industry. The big question is: How long will it take? The oil industry of the future will not need large office complexes or a large workforce. Most of the work will be automated. Drilling rigs, production platforms, refineries, and petrochemical plants will not go away, but how work is done at these locations will be totally different. While the industry will never entirely lose its human touch, AI will be the foundation of the workforce of the future. How we react to the AI revolution today will shape the industry for generations to come. What should we do when AI changes our job functions and workforce? Should we be training AI, or should we be training humans?

scholarly journals Reengineering of supply chain management integrated scheduling processes

2018 ◽  
Vol 193 ◽  
pp. 05064 ◽  
Author(s):  
Ekaterina Kuleshova ◽  
Anastasia Levina ◽  
Rustam Esedulaev
Keyword(s):  
Decision Making ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Business Process ◽  
Business Processes ◽  
Current Practice ◽  
Oil And Gas ◽  
Chain Management ◽  
Integrated Scheduling ◽  
Data Flows

The paper describes the principle of the reengineering of supply chain management integrated scheduling processes in order to increase in efficiency of business process and decrease the decision-making time at collision of plan-fact deviations. The basic concept of business-processes reengineering is analyzed. The experience of reengineering of supply chain integrated scheduling business processes for the oil and gas branch is presented. The bottlenecks of the current practice were revealed. The purpose of this paper is to carry out recommendations for improving business processes based on an analysis of the current realization of the process, his provision with information systems and data flows.

Social business process management

2019 ◽  
Vol 26 (1) ◽  
pp. 191-211
Author(s):  
Patricia Bazan ◽  
Elsa Estevez
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
New Technologies ◽  
State Of The Art ◽  
Implicit Knowledge ◽  
Social Software ◽  
Social Business ◽  
Content Type

Purpose The purpose of this paper is to assess the state of the art of social business process management (Social BPM), explaining applied approaches, existing tools and challenges and to propose a research agenda for encouraging further development of the area. Design/methodology/approach The methodology comprises a qualitative analysis using secondary data. The approach relies on searches of scientific papers conducted in well-known databases, identifying research work related to Social BPM solutions and those contributing with social characteristics to BPM. Based on the identified papers, the authors selected the most relevant and the latest publications, and categorized their contributions and findings based on open and selective coding. In total, the analysis is based on 51 papers that were selected and analyzed in depth. Findings Main results show that there are several studies investigating modeling approaches for socializing process activities and for capturing implicit knowledge possessed and used by process actors, enabling to add some kind of flexibility to business processes. However, despite the proven interest in the area, there are not yet adequate tools providing effective solutions for Social BPM. Based on our findings, the authors propose a research agenda comprising three main lines: contributions of social software (SS) to Social BPM, Social BPM as a mechanism for adding flexibility to and for discovering new business processes and Social BPM for enhancing business processes with the use of new technologies. The authors also identify relevant problems for each line. Practical implications Some SS tools, like wikis, enable managing social aspects in executing business processes and can be used to coordinate simple business processes. Despite they are commonly used, they are not yet mature tools supporting Social BPM and more efficient tools are yet to appear. The lack of tools preclude organizations from benefitting from implicit knowledge owned by and shared among business process actors, which could contribute to better-informed decisions related to organizational processes. In addition, more research is needed for considering Social BPM as an approach for organizations to benefit from the adoption of new technologies in their business processes. Originality/value The paper assesses the state of the art in Social BPM, an incipient area in research and practice. The area can be defined as the intersection of two bigger areas highly relevant for organizations; on the one hand, the management and execution of business processes; and on the other hand, the use of social software, including social media tools, for leveraging on implicit knowledge shared by business process actors to improving efficiency of business processes.

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