The Fact Research of the Equipment and Facilities Integrated Management IT System for Chinese Oil Company

2014 ◽  
Vol 1044-1045 ◽  
pp. 1839-1842 ◽  
Author(s):  
Nan Wang ◽  
Jing Hua Sha
Keyword(s):  
Oil And Gas ◽  
Integrated Management ◽  
It Infrastructure ◽  
Integrated Management System ◽  
Data Standardization ◽  
Infrastructure Design ◽  
Paper Survey ◽  
And Performance ◽  
Safety Operation ◽  
Oil Company

A Chinese oil company realized millions of tons of oil and gas productivity to meet the target of twelfth 5 years plan. It faces many big challenges while fast developing. We need to finish the asset integrated management system, strengthen the key equipment’s management and ensure safety operation. This paper is based on Asset integrated management implementation and risk management theory, to study the information system and IT infrastructure, to provide the evidence for leaders decision making. It can guide the business development and support the improvement, to make the data standardization, control the process and enhance the management and performance assessment ability for the corporation. The article uses the factor research method based on paper survey to analyze the data and IT system. It is divided three parts: background and requirement analysis, infrastructure design and development roadmap. It not only proposed that how to build AIM IT system, but also make the investment and returning analysis. From the degree of IT supporting business, this paper replies the problem of management increasing of National Company and Assets Management Committee.

scholarly journals Quality Management Systems That Serve the Subsea Oil & Gas Industries:

2016 ◽  
Vol 1 (3) ◽  
Author(s):  
Vincent O'Donnell
Keyword(s):  
Quality Management ◽  
Management System ◽  
Business Processes ◽  
Oil And Gas ◽  
Quality Management System ◽  
Integrated Management ◽  
Iso 9001 ◽  
Management Systems ◽  
Quality Management Systems ◽  
Integrated Management System

This research project was to investigate the motives for gaining an ISO 9001 certified quality management system in companies that serve the subsea sector of the oil and gas industries: is certification a strategic business tool or just a marketing badge? A literature review revealed that if implemented rigorously, ISO 9001 could deliver increased efficiency and improved business processes. Many authors stated that certification was gained principally to allow trading in the European and global markets, and, to gain entry to the Approved Vendors List of prospective customers. Primary research consisting of interviews with approximately 55 professionals across 12organisationsindicated that a majority agreed, stating that certification was gained for marketing purposes or to satisfy customer requirements. However many went on to say that their companies had subsequently realized the full benefits of ISO 9001. Therefore the motives for certification could be aligned. Secondary research also revealed that a number of firms operated an integrated management system. Findings of this project point to two conclusions. First, if ISO 9001 is implemented rigorously enough, companies can realize its benefits despite alternative reasons for gaining certification. Second, both motives for gaining certification can be aligned. This is a significant that is absent in the literature. All of the companies operating in this industry that were researched in this study had an ISO 9001 certified QMS. Because of the absence of publications on the use of ISO 9001 in the subsea sector of the oil and gas industries, further research into the possible alignment of the motives investigated in this project is warranted, and recommended. Additional areas for further research include integrated management systems rather than ISO 9001 quality management systems and limiting the scope of analysis to a current single subsea project, such as the Gorgon Project (Hatch 2013).

What fuels oil company risk?

2009 ◽  
Vol 49 (1) ◽  
pp. 183
Author(s):  
Les Coleman
Keyword(s):  
United States ◽  
Oil And Gas ◽  
Research Question ◽  
The United States ◽  
Gas Production ◽  
Risk Propensity ◽  
Oil And Gas Production ◽  
Integrated Theory ◽  
And Performance ◽  
Oil Company

This article has a simple research question: what determines the risks of oil producing companies listed in Australia and the United States, and are there any differences between their risk attitudes? A literature review is used to develop an integrated theory of company risk that is validated using a hand-collected database covering active oil and gas production companies in Australia and the United States. Risk in both countries proved to be a function of company risk propensity and risk management, which each had a small number of deep-seated drivers spread across company structure, governance and performance. These common risk-related features between companies in geographically remote countries point to the complexity of achieving portfolio diversification.

Creating a resilient management system delivering a flexible foundation for growth in an energy organisation

2017 ◽  
Vol 57 (2) ◽  
pp. 393
Author(s):  
Sunny Barlow
Keyword(s):  
Management System ◽  
Business Processes ◽  
Oil And Gas ◽  
Integrated Management ◽  
Integrated Control ◽  
Management Systems ◽  
Management Approach ◽  
Strategic Objectives ◽  
Integrated Management System ◽  
Industry Standards

Many organisations find it challenging to effectively integrate separate internal management systems and processes into one cohesive framework that supports organisational strategy. A management system is a framework of policies, processes and procedures developed to ensure an organisation can complete the tasks necessary to achieve its strategic objectives. International and industry standards typically take a functional view of management systems, often resulting in silos of information. In addition, inefficient and isolated safety, environmental, process safety, risk, compliance and quality management systems cost time and money, and can increase the likelihood of safety incidents in critical development and production environments. To support Woodside’s vision to be a global leader in upstream oil and gas, Woodside needed to establish a common approach to how it operates, wherever the location, and develop a strong foundation to support its strategic objectives. Woodside recently undertook an internally led company-wide project to renew its Woodside Management System (WMS) to improve integration between disparate functionally based management systems and capture the way we work more effectively. As part of the project, Woodside took the opportunity to redesign its WMS framework and streamline its processes and procedures by simplifying and removing duplicate or redundant existing information. Through the project, Woodside developed a single integrated management system that is independent of organisational structure and closely linked to our vision. The integrated control framework created within the WMS supports conformance to process and forms the foundation of assurance activities across the entire company. The WMS integrates a hierarchy of business processes, focused upon value stream activities, and clearly defines operational processes and activities. This paper discusses the objectives and outcomes of the project, some challenges during implementation and the change management approach to develop the culture and behaviours to drive continuous improvement and unlock the benefits of an integrated management system.

Assess Digital Maturity to Set Digital Transformation Strategy in Oil and Gas

2021 ◽  
Author(s):  
Mario Torre ◽  
Analyn Azancot ◽  
Fabián Florez ◽  
Wei Zhou
Keyword(s):  
Oil And Gas ◽  
Digital Transformation ◽  
Base Line ◽  
It Infrastructure ◽  
Management Level ◽  
Enhancement Method ◽  
Process Output ◽  
Digital Strategy ◽  
Step Transition ◽  
Oil Company

Abstract This paper presents a structured methodology for an oil company to embark on a digital transformation. It was implemented in several JVs with a NOC that includes three producing blocks with dozens of mature fields. The methodology has several key unique strengths: One is the ability to isolate the core-money-making processes and build a digital strategy around them. This shows early gains and at the same time becomes a buy-in support for management. Another advantage is the simplicity to define the "desired" digital maturity level using direct input from the final stakeholders. This is achieved by using the process enhancement method, a SIPOC technique (Supplier, Input, Process, Output, Customer analysis). Also, an important strength is the methodology does not ignore the existing IT infrastructure, nor the field systems (i.e., SCADA) and re-uses them, as much as possible, giving enough time for a transition or an upgrade when needed. Several tools are provided in this paper that makes the methodology consistent, auditable, and strong to support the designed digital strategy to any management level with high chance of approval. The methodology is flexible enough to be run on various types of contracts, hydrocarbon phase or operational environments. As with any method, it relies on commitment from the top and base line in the organization, requiring open and honest evaluation of current inefficiencies and, equally important, resources (budget and people). In summary, a digital transformation is not a sudden leap from a company's current analog status to an instantaneous digital state of being. Rather, it is a progressive, step-by-step transition of core processes and user-centric workflows that requires careful planning and a thoughtful methodology to find the most suitable scenario for each company.

Reliability Analysis and Performance Predictions of Aged Pipelines Subjected to Internal Corrosion: A Markov Modelling Technique

2015 ◽  
Author(s):  
Chinedu I. Ossai ◽  
Brian Boswell ◽  
Ian J. Davies
Keyword(s):  
Oil And Gas ◽  
Integrated Management ◽  
Remaining Useful Life ◽  
Gas Pipelines ◽  
Markov Modelling ◽  
Internal Corrosion ◽  
Performance Predictions ◽  
Oil And Gas Pipelines ◽  
And Performance ◽  
Life Predictions

To maintain the integrity of corroded oil and gas pipelines, the reliability at times of exposure over the lifecycle duration need to be understood. This paper describes the procedures for predicting the performance of internally corroded oil and gas pipelines using a probabilistic-based Markovian process. The Pipeline Corrosivity Index (PCI), which is expressed as a function of the retained pipe-wall thickness was used to describe the condition of the corroded pipelines at exposure durations for low, moderate, high and severe corrosion rates. The time variation of the predicted Pipeline Corrosivity Index (PCI) was compared with field measured Pipeline Corrosivity Indexes (PCIs) of corroded API X52 grade pipelines and the results indicate that the model developed in this research is viable for integrated management of aged corroded pipelines and remaining useful life predictions.

How to create competitive advantage in the challenging oil and gas market with the implementation of an integrated management system

2020 ◽  
Vol 20 (2020) ◽  
pp. 472-473
Author(s):  
Leandro Diniz Brandão Rocha ◽  
Consuelo Campello Cortes ◽  
Carlos Alberto Stopiglia Guedes ◽  
Sonia Raquel Torres Costa
Keyword(s):  
Competitive Advantage ◽  
Management System ◽  
Oil And Gas ◽  
Integrated Management ◽  
Integrated Management System ◽  
Gas Market

Energy Management of Electromechanical Systems on the Board of a Ship

2020 ◽  
Vol 26 (3) ◽  
pp. 14-19
Author(s):  
Laurențiu Bogdan Asalomia ◽  
Gheorghe Samoilescu
Keyword(s):  
Energy Management ◽  
Management System ◽  
Integrated Management ◽  
Integrated Management System ◽  
Management Actions ◽  
Energy Flows ◽  
Reduce Emissions ◽  
Technical Solutions ◽  
Productive Time

AbstractThe paper analyzes, starting from the Integrated Management System, the role of automation, the role of the officer and the role of the Energy Management System on board the ship. The implementation of an EnMS establishes the structure and discipline of identifying energy flows, implementing management actions and, finally, applying technical solutions, which significantly reduce energy costs, reduce non-productive time in production, and reduce emissions. of Greenhouse Gases in the environment. The steps to be highlighted in the realization of energy management are analyzed.

Evaluating the innovation of oil and gas enterprises under new circumstances: Evidence from Rosneft Oil Company

2020 ◽  
Vol 8 (8) ◽  
pp. 1444-1458
Author(s):  
N.M. Baranova ◽  
D.S. Loginova ◽  
S.N. Larin
Keyword(s):  
Oil And Gas ◽  
Annual Report ◽  
Statistical Data ◽  
Exponential Model ◽  
Innovative Activity ◽  
Corporate Development ◽  
Power Resources ◽  
Business Operations ◽  
Trade Wars ◽  
Oil Company

Subject. Illustrating the case of Rosneft Oil Company, we herein study how innovation spurs business operations, increases the competitiveness of firms and protects them from risks. Objectives. We model the innovative activity of Rosneft Oil Company and its competitiveness. Methods. We analyze proceedings by the Russian and foreign scholars, materials on program for the innovative and sustainable development of Rosneft Oil Company. Our assessments were based on statistical data of Rosneft’s annual report for 2004–2019. The regression analysis and econometric studies were conducted via Eviews10. Results. We set models to predict the innovative development of the company for the nearest future. We revealed that the linear model was the most appropriate and suitable for forecasting. Properties and estimates of the exponential model turned to be insignificant, on the contrary. Conclusions and Relevance. Currently, it is difficult to forecast the extent to which corporate development, its innovative activity will change in 2020 and in the nearest future. Despite the company’s achievements before 2020, continuous trade wars, geopolitical conflicts, pandemic, OPEC agreements and a consequential drastic drop in the demand for power resources considerably slowed down the pace of the economic growth not only in the company, but also in the country.

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