PTQ-Petroleum Technology Quarterly has issued its quarterly invitation to
submit an abstract of an article for inclusion in the PTQ 2021 Q2 issue, or the
PTQ Gas supplement.
Many organizations, both private and academic, encourage their engineers and
scientists to publish papers in prestigious publications. PTQ (www.eptq.com) is one of those.
Details appear in the email below …
///////
We have listed below the subjects we are looking to cover in the upcoming Q2
issue of PTQ, as well as the Gas supplement, both of which will be distributed
in April 2021 to 27,000+ people engaged in refining, gas processing and
technology provision worldwide.
As usual, we are seeking contributions that describe practical applications of
established technology in the form of case studies, along with details of new
developments in the world of refining, gas and petrochemical processing
technology. In the first instance, please send your editorial suggestions to
Chris Cunningham, editor@petroleumtechnology.com
The Q2 (Apr, May & Jun) issue of PTQ will feature articles on:
Resid Upgrading
Steam Reforming
Coker Technologies
Opportunity Crudes
Hydrogen Production
Crude/Vacuum Systems
Hydrotreating
Raffinate Production
Gasoline Blending
Operational Excellence
Heat Transfer & Fluid Flow
Heat Recovery
Heat Transfer Fluids
Process Heaters
Heat Exchangers
Trace Heating
Insulation
Refractory Developments
Mass Transfer & Separation
Tower Developments
Membrane Technology
Filtration & Separation
Packing Developments
Columns & Reactors
Column Design
Tray Design
Technology In Action
The Gas supplement will feature articles on:
Hydrogen Technologies
Gas Processing Developments
LNG, NGL & GTL
Gas Analysis and Measurement
Sulphur Recovery & Removal
Sour Gas Processing
Refinery Gas Treating
Amine Processes
Control Systems
Compressors
///////
Google® Better!
Jean Steinhardt served as Librarian,
Aramco Services, Engineering Division, for 13 years. He now heads Jean
Steinhardt Consulting LLC, producing the same high quality research that he
performed for Aramco.
Follow Jean’s blog at: http://desulf.blogspot.com/ for continuing tips on effective online
research
Email Jean at research@jeansteinhardtconsulting.com with questions on research, training, or
anything else
Visit Jean’s Web site at http://www.jeansteinhardtconsulting.com/ to see examples of the services we can
provide
Friday, January 22, 2021
Who you gonna call? PTQ!
Tuesday, January 19, 2021
TIP: Google® digital transformation exxonmobil
Digital transformation is a buzz phrase in oil and gas. To stay on top of
developments in digital transformation, it makes sense to Google® oil gas digital
transformation.
Here’s another search string you might try …
TIP: Google®
digital
transformation exxonmobil
Why? Because Exxonmobil, an oil major, is intent on using technology to enhance
its business results. Following its efforts to make productive use of digital
transformation can help you focus your search results and save you browsing
time.
Excerpts from the above search appear below, along with links to the source.
But first, here’s another tip …
When your search results yield a new buzz word, follow it up with a search
string like the following …
TIP: Google®:
oil gas quantum
///////
EXCERPTS FROM ARTICLES RESULTING FROM THE SEARCH STRING: digital transformation exxonmobil
ExxonMobil Adds
Fuel to a Digital Transformation
Scott Ferguson, Managing Editor, Light Reading
11/8/2017
LAS VEGAS -- How far has technology come?
It's projects like these that Brown says is driving an atmosphere of "digital everything," which ExxonMobil and its IT
department are trying to embrace.
"Digital everything is not very far off," Brown said. "The ability to relate seemingly unrelated data and draw new
insights and to answer questions previously unasked is what will drive value."
source: https://www.lightreading.com/enterprise-cloud/digital-transformation/exxonmobil-adds-fuel-to-a-digital-transformation/a/d-id/738001
///////
How 'the couch'
is supporting ExxonMobil's sprint to digital transformation
Samantha Schwartz for CIO Dive
Published Oct. 29, 2019
ORLANDO, Fla. — Last year ExxonMobil announced plans for "aggressive
growth," pushing to double its earnings by 2025 without changing customer
pricing.
The ambitious goal forced the oil and gas company to digitally transform,
according to Bret McKee, chief technology architect at ExxonMobil, who spoke at
the Gartner IT Symposium/Xpo in Orlando, Florida last week.
Over the last 30 years, the company's business model was largely designed
around ERP transactions across single lines of business. The 2025 goal forced
ExxonMobil to change how it collects and harnesses data insights. Today the
company has mandates around APIs and cloud-ready solutions.
DevOps and agile are playing a vital role in ExxonMobil's digital
transformation. Because technology was named a key player for its $31 billion
goal, the company had to confront the cultural barriers obstructing digital
transformation.
While the company is still doing research and development for testing use cases
for emerging technologies, like blockchain and quantum computing, ExxonMobil
adopted tiered approaches to its digital transformation, including:
Sprint 1: virtualization and
infrastructure management
Sprint 2: enterprise application
architecture
Sprint 3: automation strategy
Sprint 4: standard operating
environment design
Sprint 4 was dedicated to building a platform only once but using it for
multiple use cases. This is where "the U" or "the couch"
comes into play, explained McKee.
"The couch" is a diagram depicting ExxonMobil's industry
collaboration. The two ends of "the couch" are management and
orchestration by VMware on one side and security and trust on the other side.
The "cushions" on that couch are layered with foundational
technologies by Intel, then hardware by vendors including Hewlett Packard
Enterprise, Dell and Compulab. The next two layers of cushions include
ExxonMobil's operating system, in part, built by Red Hat and its workload
virtualization by Docker.
Each use case then sits on "the couch."
source: https://www.ciodive.com/news/how-the-couch-is-supporting-exxonmobils-sprint-to-digital-transformation/565947/
///////
Executives from
Dow, ExxonMobil, Audi, Microsoft, and Intel Share (More) Thoughts on Digital
Transformation
May 8, 2020
By Paul Miller
ARC Report Abstract
Overview
At the 24th Annual ARC Industry Forum in Orlando, Florida, an executive panel
discussion on the digital transformation of industry followed the keynote
addresses.
In part 1 of this multi-part ARC Insight, the executive panelists addressed
questions related to: organizational silos, IT/OT convergence, supplier support
for digital transformation, digital innovation approaches, and overcoming
commercial barriers to innovation. Here, in part 2, the panelists share their
perspectives on:
What the plants and factories of the
future could look like
Potential cloud adoption for
operational data and solutions
Strategies for getting workers to
accept and use new technologies
Avoiding the trap of like-for-like
technology replacement
Digital twins in process and discrete
manufacturing
digital transformation
Participating in the panel from the technology users’ side were Billy Bardin,
Global Operations Technology Director at Dow; Don Bartusiak, Chief Engineer of Process Control
at ExxonMobil Research and Engineering; and Dr. Henning Löser, head of the Audi
Production Lab.
From the technology supplier side, were Christine Boles, VP of the IoT Group at
Intel; and John Kovac, Director of Microsoft’s Manufacturing business
unit. ARC’s Andy Chatha moderated the
panel discussion.
What Will the Plants and Factories of the Future Look Like?
Don Bartusiak from ExxonMobil Research provided a process industry
perspective. “In 2030, we will still be
replacing 1980s-vintage control systems.
But the role of the console operator will change; we are going to see
more autonomous types of operations. The
types of solutions we deliver to the console operator in broad terms will have
more autonomous characteristics. But
beyond the console operator, I think our maintenance staffs are going to be
vastly more digitally enabled than they are today. We're investing heavily in that.”
He also pointed out the company will change the way it does process
engineering. Instead of spreading the
company’s engineering talent around at its various manufacturing facilities,
much engineering will be performed at an above-site level so its process talent
and equipment experts will be able to see the whole fleet, rather than being
physically located at one facility and just servicing that one site.
source: https://www.arcweb.com/blog/executives-dow-exxonmobil-audi-microsoft-intel-share-more-thoughts-digital-transformation
///////
A data
transformation in America’s energy frontier
02.22.2019
Welcome to the oilfield of the future, where wells across hundreds of miles
communicate with each other and operators can rely on data-driven insights and
real-time automation to make faster, smarter decisions.
Often found in remote corners of the world, these fields of the future will
rely on a similar digital network that everyday consumers count on – like smart
home thermostats and mobile banking apps, which help limit energy use and drive
more productivity.
In the Permian Basin, one of America’s most bountiful unconventional fields,
ExxonMobil engineers and Microsoft programmers are working on a digital
transformation that will maximize output from ExxonMobil’s more than 1 million
acres of operation, making this the largest-ever oil and gas acreage to use
cloud technology.
“There is ripe opportunity for the energy industry to transform how we leverage
our data flows,” said Anish Patel, ExxonMobil’s Permian technology integration
manager. “What was possible 10 years ago is nothing like what we’re doing
today, and that trend of rapid innovation will only exponentially accelerate
going forward.”
The suite of Microsoft digital tools will allow field operators to collect
loads of data every second, which can be analyzed by onsite operators,
engineers and researchers across the country. Sensors will be able to deliver
real-time data, like pressure and flow rates from wellheads, to cloud computing
solutions that can run thousands of computations per second, allowing for
quicker analysis of production.
“Microsoft is focused on the business outcomes of our customers, with customer
success as a top priority for empowering organizations to achieve more,” said
Kate Johnson, president, Microsoft U.S. “Our partnership with ExxonMobil has
the potential to transform the energy industry in how to leverage data to
increase and maximize production.”
Ultimately, the partnership with Microsoft is expected to generate billions of
dollars in value over the next decade, driving capital efficiency and
increasing production by up to 50,000 barrels of oil equivalent per day by
2025.
source: https://energyfactor.exxonmobil.com/projects/global-activities/a-data-transformation-in-americas-energy-frontier/
///////
ExxonMobil and
Intel collaborate on open industry standards technologies
by Jonathan Greig in Digital Transformation on December 18, 2019
Innovating internal systems at Exxon inspires executives to create a forum for
the oil and gas industry.
The latest installment of Intel's Customer Spotlight Series highlights the work
done by teams at ExxonMobil to modernize the technology they use and to note
the creation of the Open Process Automation Forum, a consortium created to
address long-standing challenges with industrial control systems.
Bartusiak elaborated further on ExxonMobil industrial control systems, which he
said was rigid and vendor proprietary. While this allowed for greater controls,
he said, it was a huge barrier to innovation and became one of the fundamental
business problems the company had to address.
He laid out all of the technology the company is now adopting to streamline its
industrial control systems, which include greater use of wireless technology,
5G, IoT, cloud systems and artificial intelligence.
"We're aggressively pursuing wireless tech in
manufacturing, both for wireless connections to sensors or final control
elements, which are things like valves that change the rate of flows of fluids.
This is also to enable a digital, mobile workforce," Bartusiak said.
ExxonMobil, he said, was eager to adopt this technology but had to make sure
cybersecurity issues were addressed first due to the sensitive nature of their
industry.
"In an industrial control context, cybersecurity is a very real concern
for us. We're talking about risk to life, risk to our neighbors who live near
our manufacturing facilities. We take that responsibility very seriously. As we
pursue these new tech, it's always done with the constraints and realities that
we have to do it in a secure way," he said.
His team has also spent years working on "digital
twin" systems, creating an entire suite of sophisticated,
mathematical-based model based technologies that modeled the dynamic behavior
of the company's processes. Bartusiak explained that his team now uses those
models to control and optimize the company's facilities.
"The contributions that we're seeing from Intel take two forms.
They showed us the possibilities to bring technologies into our space that we
really weren't aware of and one general category is network
function virtualization technology. Virtualization software-defined
networking, which is technology that Intel is strong in, showed us what's
possible to be done in ways that we really hadn't considered," Bartusiak
said.
The Open Process Automation Forum
The changes ExxonMobil was looking to make were significant and too
extensive to make without outside help. Bartusiak said officials began to take
some cues from changes occurring in the defense avionics industry, which was
also in the process of transitioning from a long series of closed proprietary
systems.
Companies in the defense avionic industry were looking to reduce costs by
reusing unchanged radar systems and did so by switching to modular, open and
interoperable systems defined by industry standards and procurement
specifications that required industrywide standards. This is part of what led
to ExxonMobil's focus on collaborative standards.
"But the actual standards process itself requires
collaboration and consensus among the whole market, the end users, the system
vendors, the hardware suppliers, the software suppliers, and the systems
integrators," Bartusiak added.
Today, the Open Process Automation Forum has members across dozens of
industries.
"The systems themselves are just enabling
infrastructure. The way that we work with our peers in the standards activity
is that we don't share what we're doing application-wise with our competition,
but we all need this infrastructure. That's the nature of our collaboration,
that's where the common ground is, where we can work together," Houk
explained.
While some of the suppliers previously involved in this kind of activity might
feel threatened by this, Houk said the companies willingly participating are
seeing changes in their business.
"The standards are largely about the interfaces
between the components that make up an industrial control system. The inner
content, the core intellectual property, is still protectable, licensable,
capable of generating revenue both from hardware and software products as well
as the services required to integrate a system that will work for the end user
company," Houk said.
"It's protectable, it's licensable, you can generate earnings with it.
That's the nature of the ecosystem we're trying to build."
source: https://www.techrepublic.com/article/exxonmobil-and-intel-collaborate-on-open-industry-standards-technologies/
///////
Building the
Digital Spine of Oil & Gas Enterprises (2020)
Building the Digital Spine of Oil & Gas Enterprises
Abstract
The advent of Fourth Industrial Revolution is transforming the existing
cyber-physical systems, impacting the way companies compete, operate, and grow.
Increasingly organizations, across industries and geographies, are treading on
the digital path by embracing the latest technology trends - from Internet of
Things (IoT) to cloud and cognitive computing. The oil and gas (O&G)
industry is no exception. Companies are deploying digital technologies to meet
industry challenges, resulting in cost savings, increased efficiencies, and
improved safety and sustainability. However, there is scope for the O&G
industry to better utilize its asset base and become more efficient. This paper
discusses how developing a digital spine or
making the core strategy digital is key to survival and growth. It highlights
the key components of the digital spine and proposes a framework for
operationalizing it. Finally, the paper illustrates the relevance of the
framework by showcasing various use cases through real word examples.
Full text source: https://www.tcs.com/content/dam/tcs/pdf/Industries/energy_resources_and_utilities/driving-digital-transformation-in-oil-and-gas.pdf
///////
'Success in the digital space is about enabling the business to be more
profitable' - ExxonMobil exec
US supermajor
ExxonMobil uses different technologies to help with scheduling, monitoring
wells and downhole pressure
3 December 2020
By Julia Martinez
Oil and gas companies need to build competency in harnessing the power of
emerging technologies to improve business performance or run the risk of
wasting huge amounts of money on products that do not deliver the right
results, according to an ExxonMobil executive.
“Far too often I see people want to start with the technology, build a very
impressive system, lots of data, lots of AI [artificial intelligence]
capabilities,” Michael Deal, vice president of digital transformation for the
US supermajor, told a forum on the Rio Oil & Gas 2020 digital conference on
Wednesday.
“However these ventures usually just cost a lot of
money and they fail to deliver real bottom line impact because they’re a
digital solution looking for a problem, and it doesn’t work that way.”
Additionally, ExxonMobil also uses digital technologies to monitor
downhole pressure in many of their wells, using AI to calculate the optimal
setting for gas lift to get more oil production, while also using rig
automation and remote directional drilling to increase the rate of penetration
and drive down drilling costs.
“I think we need digital solutions now more than ever,” Deal said.
“It’s easy to get wrapped up in the coolness of the technology but forgetting
that success in the digital space is about enabling the business to be more
profitable.”
source: https://www.upstreamonline.com/energy-transition/success-in-the-digital-space-is-about-enabling-the-business-to-be-more-profitable-exxonmobil-exec/2-1-924347
///////
Exxon Mobil’s
Halsey: Oil patch’s digital transformation will be comparable to horizontal
drilling’s tech revolution
Alex Endress, World Oil, 5/15/2017
The oil field’s digital transformation is bringing sweeping change to the
upstream industry, from using data analysis to help companies find the oil, to
the possibility of operating equipment autonomously. These technological
inventions will bring significant structural changes—similar to how those
wrought by the advent of horizontal drilling and hydraulic fracturing changed
the industry, reducing the cost of production in North America drastically.
“I see it as a technology and a set of tools, that 20 years from now, if you
don’t know how to use and deploy them, you are not going to be in business in
this industry,” said Thomas Halsey, chief computational scientist, Exxon Mobil,
during a panel discussion on big data analytics at OTC 2017. Halsey made the statement in response to a
question asked of the panel. The question was whether digital technologies,
like data analytics and machine learning, could potentially help E&P companies
produce from reservoirs that weren’t previously viable—similar to how
unconventional technology has opened up shale plays. Halsey said he does not
see the digital oil field opening up new geologies, but he does predict that
the digitalization of oilfield equipment and operations will continue for the
foreseeable future, due to future competitive advantages and untold economic
value.
source: https://www.worldoil.com/blog/2017/05/15/exxon-mobil-s-halsey-oil-patch-s-digital-transformation-will-be-comparable-to-horizontal-drilling-s-tech-revolution
///////
Sponsored content
Oil & gas
panel tackles energy transition, digital challenges
By Jim Montague
Nov 18, 2020
“Users can get some quick wins with digitalization, and use them as a
foundation for transitioning to a new world.” ExxonMobil’s Dave Hedge argues
that the oil and gas industry must adopt digital tools to attract the new
generation of technical professionals that will bring the industry forward.
Digital transformation may be one of the few saving graces that can help oil
and gas producers cope with their roller-coaster, rapidly transitioning and
COVID-19-impacted markets. However, as with any big shift, it's easier said
than done.
The Oil & Gas Industry Forum, part of this week’s Automation Fair at Home
event, played virtual host to five industry experts to explore these issues and
consider possible solutions.
"The pace of transition in the energy industries is accelerating, but
there's also a lot of demand destruction now, which has a long-term feel that
makes it different than previous events," said Fred Wasden, Shell veteran
and managing member at OptilytiX, a consultancy focused
on accelerating asset value realization through data analytics and technology
implementation for the energy industry. “The second trend is an
overwhelming surge of digital technologies by process-industry users, which are
being adopted after being risk-tested in other industries. We're also facing a
big challenge in recruiting and retaining staff. It's an exciting time, but
it's a lot of change all at once."
“Now, they're going to have to deliver
on all fronts. Fortunately, there are ways for oil and gas leaders and their
organizations to do it. For example, just as we use the
Waze app to navigate our commutes, we've tried equivalent software that can
help with operating oil and gas fields, and they can deliver some significant
benefits. For many leaders, the focus has been less on inventing new
applications, and more on adapting existing software to their processes."
Roach cautioned these shifts aren't easy for process applications because
they're so firmly based in physical settings. "Many
process assets cost $100 million to $250 million or more, and are so complex
that it's hard to develop digital representations, or build models of them that
can indicate when they need support or maintenance," said Roach.
"Digital twins of physical equipment are also costly up front, but once
users have them, they can start to follow their physical counterparts for
better performance of engineering, maintenance and support tasks. This is
likely where most of the benefits will occur."
About the author: Jim Montague
JimMontague0609Jim Montague is executive editor of Control. He can be contacted
at jmontague@putman.net.
source: https://www.controlglobal.com/industrynews/2020/af-at-home-15/
///////
Anshu Mittal, Andrew Slaughter, Vivek Bansal
Deloitte Insights
15 September 2017
From bytes to
barrels The digital transformation in upstream oil and gas
Despite a deluge of digital advancements, upstream oil and gas
companies have been slow to seize the opportunity. The prize of going digital
is clear, but for most companies, getting there is not easy. A coherent road
map could help make sense of the digital muddle and drive more value.
The case for becoming digital
Advancement in technologies, the falling cost of digitalization, and the
ever-widening connectivity of devices provide a real competition-beating
opportunity to upstream oil and gas (O&G) companies who play the digital
revolution right. The lower-for-longer downturn and moderating operational
gains have provided an extra incentive—or turned the opportunity into a
need—for companies to save millions from their operating costs and, most
importantly, make their $3.4 trillion asset base smarter and more efficient.1
What is holding them back from realizing this opportunity? More than the
technicalities, it is often the digital muddle that’s deterring companies from
achieving digital maturity. Companies can benefit from a strategic road map
that helps them assess the digital standing of every operation and identify
digital leaps for achieving specific business objectives. More importantly, it
could push them to embrace a long-term goal of transforming their core assets
and, finally, adopting new operating models (the journey from bytes to
barrels).
This paper, first in the series of digital transformation in oil and gas,
presents Deloitte’s Digital Operations Transformation (DOT) model—a framework
that explains the digital journey through 10 stages of evolution, with
cybersecurity and digital culture at the core—and uses it to ascertain the
prospective value for seismic exploration, development drilling, and production
segments.
source: https://www2.deloitte.com/us/en/insights/industry/oil-and-gas/digital-transformation-upstream-oil-and-gas.html
///////
Gep.com
September 03, 2019 | Energy & Utilities
The internet of
things is transforming the oil and gas industry
When digitalization made its initial inroads into the oil and gas
industry, it was centered on the adoption of technologies that managed assets
and supply chain more efficiently while optimizing processes and costs. Since
then, the technological capabilities of the Internet of Things (IoT) — which
integrates the advantages of sensing, communications, and analytics — has seen
its deployment become imperative in the oil and gas industry to capture,
monitor, and analyze every operational area across upstream, midstream, and
downstream.
The primary objective of the Internet of Things in the
oil and gas industry is to maximize operational efficiency.
According to an April 2019 report from Swedish IoT
market research firm Berg Insight, wireless IoT devices had a global installed
base of 1.3 million units in the oil and gas industry in 2018. These devices
use sensor-level technology to enable firms to monitor and collect more data to
optimize business processes more effectively.
A Few Use Cases of IoT in the Oil and Gas Industry
Leading oil and gas companies regularly feature on lists of the world’s largest
companies by revenue. The adoption of IoT by these companies is indicative of
the power and potential of digital transformation in global business.
Shell
In 2016, Shell deployed an IoT connectivity solution that combined IT
automation and instrumentation technologies to collect data from remote
oilfields and optimize operational efficiencies. This enabled improved wellhead
monitoring and pipeline surveillance capabilities for Shell’s remote
infrastructure.
In 2018, Shell selected C3 IoT as its artificial
intelligence (AI) platform, deployed globally on Microsoft Azure, for a broad
set of AI applications — including predictive maintenance for a large base of
critical pieces of equipment. Shell has expressed its intent to extend the
support of this platform to other use cases based on machine vision, machine
learning, and natural language processing in upstream, downstream, and other
operations. Through this move, Shell hopes to accelerate digital transformation
and enhance the productivity and scope of its advanced analytics capabilities.
ExxonMobil
In February 2019, ExxonMobil partnered with Microsoft to implement cloud-based
technologies in its Permian Basin operations. The move is intended to ensure a
more efficient operation and improve profit gains by using Microsoft’s technologies, including Microsoft Azure, Dynamics
365, Machine Learning, and IoT. The move ensures that ExxonMobil will
gain insights into well operations and future drilling prospects, which is
expected to increase production of the Permian operations by approximately
50,000 oil-equivalent barrels/day by 2025. Leveraging the power of IoT and the cloud,
ExxonMobil hopes to address the concern of monitoring and optimizing widely
dispersed field assets and improve capital efficiency.
Saudi Aramco
Saudi Aramco and Honeywell signed a deal in 2017
that was aimed at diversifying the UAE’s energy sector and accelerating the
advantages of the Industrial Internet of Things (IIoT) within Saudi Aramco’s
operations through predictive analytics and cloud-based solutions. The
development is expected to increase throughput, raise yield and improve the
reliability of the company’s operations.
source: https://www.gep.com/blog/mind/the-internet-of-things-is-transforming-the-oil-and-gas-industry
///////
Digital
Transformation in Oil & Gas – How to Choose the Right Partners?
Oil Review Africa
Wednesday, 19 August 2020
Digitisation: A Must for the Oil and Gas Industry
According to Accenture Technology Vision 2019, of the 168 oil and gas
executives surveyed, 85 per cent from upstream and 90 per cent from downstream
companies said that they were currently implementing one or more of the
following technologies: Distributed Ledger Technology,
AI, Extended Reality, and Quantum Computing (DARQ).
In recent years, most large oil and gas companies have increased investment in
digital transformation. Internationally, large
multinationals have launched their own digital and intelligent oilfield
construction plans, such as the Digital Oilfield by ExxonMobil, Integrated
Development by ConocoPhillips, Smart-Field by Royal Dutch Shell, I-Field by
Chevron, and E-Field by BP.
A Difficult Road to Digital Transformation
Each upstream enterprise progresses at a different pace during digital
transformation. Various companies in the oil and gas industry have achieved
different levels of development in data monitoring and collection, device
networking, data analysis, and predictive maintenance; the industry overall has
had some success in these domains. However, the further the industry transforms
digitally, the more challenges it faces.
source: https://www.oilreviewafrica.com/technical-focus/technical-focus/digital-transformation-in-oil-gas-how-to-choose-the-right-partners
///////
S&P Global
Market Intelligence, 11 Jun, 2018 | 12:32
Oil, gas
executives expect quantum computing to change the face of industry
Author Mark Passwaters
Theme Energy
The next big breakthrough for the oil and gas sector may come from applying
quantum computer technology to the industry's data-intensive processes,
executives said at KPMG's Global Energy Conference in Houston.
Quantum computers, powerful machines that build on the principles of quantum
mechanics to solve complex tasks, can dramatically speed up the pace of
processing data for oil and gas companies. Though quantum computing is still in
its infancy, Woodside Energy Ltd. COO Mike Utsler said it has remarkable
potential.
"It can speed up the [time needed for data processing] from 12 hours to 12
minutes to 12 seconds," he said. "That's the level of potential of
quantum computing in the hydrocarbon supply chain."
Time savings are not the only big change in store for industry, the energy executives
said. Many companies will need to step back and take a look at their hiring and
technology management. Some have neglected to keep pace with computer
technology and are "in catchup mode," BP PLC Vice President of
Digital Innovation Morag Watson said.
As computers become more of a part of the oil and gas industry, executives are
learning that they need "pure scientists" operating their systems,
not ones with familiarity with hydrocarbons. Those who have that knowledge tend
to mold their answers toward specific scenarios, not all situations.
"We … stopped trying to teach our computer analysts about the oil and gas
industry," Utsler said. "What we did learn was that if our problems
were discovered at a practical level, from reservoir to customer, we would need
a translator [to get the information from the field to the 'pure
scientists']."
source: https://www.spglobal.com/marketintelligence/en/news-insights/trending/x4cbur85qkeeniymgckgag2
///////
Google® Better!
Jean Steinhardt served as Librarian,
Aramco Services, Engineering Division, for 13 years. He now heads Jean
Steinhardt Consulting LLC, producing the same high quality research that he
performed for Aramco.
Follow Jean’s blog at: http://desulf.blogspot.com/ for continuing tips on effective online
research
Email Jean at research@jeansteinhardtconsulting.com with questions on research, training, or
anything else
Visit Jean’s Web site at http://www.jeansteinhardtconsulting.com/ to see examples of the services we can
provide
Sunday, January 10, 2021
Buzz-Buzz-Buzz Goes the Bumble Bee: Digital Transformation
"Buzz-Buzz-Buzz" is a song
written by John Gray and Bobby Day and performed by The Hollywood Flames.
Digital Transformation is a buzz phrase. That doesn’t make it bad. Bees buzz,
and they make sweet honey. So let’s see how we can make sweet honey out of this
buzz phrase.
Let’s say you are in the oil and gas industry. And let’s say you are not a PhD
candidate working on a dissertation, requiring a comprehensive literature search
to complete your PhD requirements. Let’s say that you just want to be aware of
emerging developments that may affect your everyday work.
So you turn to Google®. And that’s a good thing.
The most obvious search phrase to use to keep up on digital transformation in
the oil and gas industry is …
digital
transformation oil gas
This search will yield useful results. But you will have to slog through many
pages of items that don’t fit your needs.
Here is an alternative approach that may help you focus on things that can help
you find the information that you need.
TIP:
Google® digital transformation [ major oil company of
your choosing ]
This focuses the search on activities that major oil companies have pursued to
use digital transformation to their advantage.
So, for example, suppose you searched for ExxonMobil’s approach to digital
transformation. The Google® search could be …
Digital
Transformation Exxonmobil
One result …
///////
Article
Digital transformation in oil and gas (Deloitte 2020)
Embracing
digital to reshape operations
The new frontier: Bringing the digital revolution to midstream oil and gas
Given the current hype around digital technologies, it might be easy to imagine
them as a ready fix for managing evolving business challenges. For instance,
the industrial Internet of Things, a part of the broad digital opportunity, is
projected to add US$15 trillion of value to the global economy by 2030. But
when the industry in question is undergoing a fundamental change because of
shales, how can US midstream companies not just adopt a digital mindset but
also derive actual value from going digital for its legacy and new assets?
The digital transformation in upstream oil and gas
Industries are embracing technology to reshape their operating landscape and
reap the benefits of improved productivity, higher efficiency, and increased
cost savings. The oil and gas industry is not a stranger to this and is
progressing towards digital maturity. What may be the potential roadblocks and
how can these be overcome? A strategic roadmap could help oil and gas companies
to assess every operation and identify digital leaps for achieving specific
business objectives.
This paper describes Deloitte’s Digital Operations Transformation (DOT) model—a
framework that explains the digital journey of 10 milestones, where the leap
from one milestone to another marks the achievement of specific business
objectives, and puts cybersecurity and digital traits at the core
source: https://www2.deloitte.com/global/en/pages/energy-and-resources/articles/digital-transformation-in-oil-and-gas.html
///////
Here’s another angle you might try …
TIP:
Google® oil and gas buzzwords
One result …
///////
O&G Technology: 4 Buzzwords to Know Before Your Next
Meeting
February 15, 2019
Who has been in a meeting and a topic is brought up that you’re just not sure
about? We’ve all been there. Someone throws out the new buzzword and you
just nod your head and hope nobody asks for your input. Technology is ever evolving and keeping up
with all the latest terms can be a challenge.
I’ve compiled a list of the four most common buzzwords in technology and
what they mean to the oil and gas industry.
Get ready to win MVP at your next meeting!
1.) Machine Learning and AI
People often use the terms Machine Learning and AI (Artificial Intelligence)
interchangeably, but what do these terms truly mean, and what are the
differences? AI is the science of
training machines to perform human tasks.
In broad terms, it’s giving computers the ability to solve problems
without the help of human interaction.
So how does this relate to Machine Learning? Machine Learning is an application of AI that
trains the machine how to learn. Its
main function is to allow the computer or machine to learn automatically,
without human input. The key to Machine
Learning is it operates without relying on specific instructions. Rather, it has the ability to learn and
improve from experience, which once refined can be automatically applied to
other data sets.
According to the IDC, spending on cognitive and AI systems will reach $77.6
billion in 2022, more than three times the $24.0 billion forecast for
2018. So what industries are using
Machine Learning the most? Healthcare,
financial services, transportation and retail are big ones and yes, you may
have guessed it, oil and gas!
From upstream to downstream, energy companies have started using these models
to become more efficient. Examples
include, analyzing minerals in the ground, predicting refinery failures or
streamlining oil distribution. Most
recently, oil and gas companies are using machine learning methods to increase
efficiencies with respect to field operations.
Companies who have adopted these platforms have been able to
predictively schedule repeatable services and liquid transport, saving time and
money. They’ve also been able to use
route optimization techniques to cut down on windshield time. All together, this has saved these companies
millions of dollars, while elevating their production to new heights.
Read the entire article at …
source: https://engagemobilize.com/news/og-technology-4-buzzwords-to-know-before-your-next-meeting/
///////
Google® Better!
Jean Steinhardt served as Librarian,
Aramco Services, Engineering Division, for 13 years. He now heads Jean
Steinhardt Consulting LLC, producing the same high quality research that he
performed for Aramco.
Follow Jean’s blog at: http://desulf.blogspot.com/ for continuing tips on effective online
research
Email Jean at research@jeansteinhardtconsulting.com with questions on research, training, or
anything else
Visit Jean’s Web site at http://www.jeansteinhardtconsulting.com/ to see examples of the services we can
provide