Sunday, April 28
- Discussion of the history, mission and vision of the Digital Oil Field (DOF)
- Overview of new DOF technologies
- Demonstration of how new DOF approaches to people and organizations are helping build a more productive workforce
Monday, April 29
Maria A. Capello
North Kuwait Directorate
Kuwait Oil Company
Kuwait Oil Company
Wai Seng Cheah
ASEAN Energy Digital Lead
Alaa Ali Elshimy
Managing Director and Vice President
Enterprise Business, Middle East
Chemicals and Petroleum
Production Automation and Software
Chief Data Scientist
President Automation Solutions MEA
Manufacturing and Resources Director
Microsoft Middle East and Africa
The oil industry is famous for the slow pace with which it embraces new technologies. The great innovations of the O&G industry began to be used commercially after a long process of testing lasted between 20 and 30 years.
Will technologies such as IIOT, robotics, augmented reality be adopted by this industry at reasonable times of implementation? Will they be able to change a conservative attitude of more than 100 years? An attitude where what works does not have to change?
Some of these technologies, such as robotics and augmented reality, are already being used by some of the most advanced service companies in the maintenance of difficult access infrastructures and in the training of personnel.
Will it be possible to use AI to make those decisions, such as field development decisions, which require the management of a large number of options and decision criteria?
In order to overcome this barrier, the implementation of these technologies seems to require a change of attitude or change management that is seen to be long but nevertheless if implemented with the correct strategy could bring great benefits to our industry.
The oil industry is under immense pressure to stay competitive in this difficult business environment with difficult market conditions and an ever increasing cost of production as existing reservoirs are ageing and operations are extending to more complex reservoirs in challenging environments. Though technological developments are enabling the industry in reducing the business impact of these challenges, however, a huge potential is yet to be tapped by integration across the value chain from a reservoir to market and breaking traditional business silos. This will need a comprehensive approach by implementation of technology, modification of business processes, and the most important, changing the organisational culture of working in silos.
Tuesday, April 30
As part of the Kuwait Oil Company's strategy to improve field operations, facilities planning and management of produced fluids, a project for dynamic integrated wells—network simulation was developed for gathering centre 17 (GC-17). The GC-17 facility is responsible for transport, conditioning, and the storage of fluids from 53 wells of Umm Gudair (UG) reservoirs. This project has allowed improving dynamically well distribution into the gathering system leading to surface production optimisation and better field development. In addition, it has promoted business value in terms of barrels, by improved production and increased ultimate recovery and efficiency, by performing the same work in less time.
The dynamic integrated well-network simulation project has been used to appraise wells, artificial lift systems, and network behaviour in the Umm Gudair field in order to evaluate the potential of various flow assurance challenges such as backpressure, liquid dropout, and accumulation, high fluid velocities that promotes erosion and corrosion problems. In addition, the solution allowed monitoring network operations to anticipated problems.
The dynamic network simulation project involved a fully automated and digitally enabled solution to update the surface network model automatically. Digital enablement keeps the model evergreen and provides a tool to review and QC the data before running the model.
The project goal was to provide the asset team with a fully-integrated well-network solution to maximise production and identify areas that are contributing to production loss or becoming the bottleneck for production enhancement. The main drivers of this project can be summarised as follows:
- Rapid update of production system model with new well test data
- Improved rate estimations
- Comparison of estimated vs. reported vs. metered production rates
- Comparison of estimated pressure drop distribution vs recorded pressures
- Ability to perform what-if scenarios (e.g. evaluate alternative production flow paths and to recognize production improvements in the network system)
Previous sessions have portrayed a picture of where we are now in our digital transformation journey. The industries’ journey, in general, started from a manual stage and has transformed through three major revolutions: “Mechanisation”, “Electrification”, and “Automation”. Automation describes the current stage of the majority of our industry and to a great extent is dependent on our degree of digital transformation deployments and integration.
However, where do we go in the next digital age? It is clear that the oil and gas industry is on the verge of a new and fourth stage of “Intelligence”, which is also referred to as the “Fourth Industrial Revolution”.
However, what are the technologies and which capabilities will take us beyond those we see with the current digitalisation programmes? What will the oil company of the future beyond this digital revolution look like?
Currently, there is a set of new emergent Information and communication technologies that are considered essential for the intelligence era. Technologies such as Cloud, Big data, IoT, AI, and 5G, and many more to come that are not mature or haven’t been heard of yet. Those technologies extend our industry’s reach and capability to sense everything and use this data to drive performance improvements. This extensive change will support a new set of dynamics for oil companies which together with the challenging business environment for oil companies with short-term price volatility and long-term strategic changes towards renewables, make for a future which is challenging to predict.
So what will IR5.0 and the oil company of the future look like?