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How can remote operations become more resilient?

How can remote operations become more resilient?. Siri Andersen - DNV Energy Stig Ole Johnsen - SINTEF. Agenda. Scope and Method Important findings Proposed elements in methodology Further work. Increasing use of remote operations in the oil and gas industry.

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How can remote operations become more resilient?

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  1. How can remote operations become more resilient? Siri Andersen - DNV Energy Stig Ole Johnsen - SINTEF

  2. Agenda • Scope and Method • Important findings • Proposed elements in methodology • Further work

  3. Increasing use of remote operations in the oil and gas industry • Tasks and functions moved onshore, reduced staff offshore • Focus on cooperation and collaboration: • Within and between control rooms • Between central control room and outside operations

  4. Ambition • Gather experience across different industries • Identify common challenges and common best practice related to remote monitoring and remote operations • Establish results to be used in methodologies in the oil and gas industry in Norway

  5. Method • Qualitative study • Interviews • Literature review • Theory and practice of High Reliability Organisations (HRO) and resilience engineering.

  6. Relevant standards and methods • Key standards and methods related to Human Factors in Control Centres: • ”ISO 11064 Ergonomic design of control centres ” • CRIOP – Validation and verification of operation of control centres

  7. Experiences from remote operations in many industries • The Aviation Industry • The Railway Industry • Telemedicine • The Oil and Gas Industry • AMK (Acute Medical Communication) ?

  8. Common findings across the industry (1) • Lack of redundancy in technical and/or human resources • E.g. people not present to support each other or to spot wrong-doing • Poor ability to spontaneously adapt to unexpected and demanding situations • The remote system did not warn adequately • E.g. difficult to spot warning signals or the extent of them.

  9. Common findings across the industry (2) • Lack of routines and systems for information sharing • E.g. only one communication line • High work load and fatigue are important causes of human errors and unwanted incidents • Good procedures for education and enough time to gain experience are often lacking • E.g. When new systems are used or rare tasks performed • Poor change management

  10. Observations from the Oil and Gas industry • Focus on technology, not much focus on man and organisation (MTO) • E.g. work processes, worker involvement across companies and training in cooperation lacking • HRO weaknesses: • little focus on integrating personnel and experts in different locations, fragmented knowledge related to safety and security in the different locations. • Validation and verification of CCR deign related to ISO 11064 (Ref www.criop.sintef.no) • CRIOP Methodology often not used in the aspects of cooperation in remote operations. – alsooften performed too late in projects

  11. Essential to develop work processes early and in parallel with technology! • A lesson learned at the oil fields which have already implemented remote operation/remote monitoring • Still: Little focus on developing work processes early and across locations. And little training in advance

  12. Best practice / results to be used in methodologies

  13. Elements suggested (1) • Make safety and resilience a goal from the start! • The implementation process of remote operations should take into accord: • Technology • Organisation • Work processes • Good co-opting processes (ref Kotter). • Function allocation between offshore and onshore focusing on safety – based on CORD

  14. Elements suggested (2) • CRIOP should be used • Early in the design process. • To perform scenarios involving geographical spread control rooms (e.g. safety offshore and onshore) • Establish routines and systems to share information and incidents. • Support the operators’ ability to be flexible and to improvise. • By: Understanding cross disciplines, resources needed and other peoples tasks • Focus on training.

  15. Elements suggested (3) • Rich and diverse alarms should be utilized. • Establish a competence network in operations’ • Avoid too high work load and fatigue • Develop work processes early and in parallel with technological solutions. • Establish redundancy in technical systems and/or human resources • Also: ensure a culture that encourages use of human redundancy!

  16. Further work/research • We are going to explore the suggestions in research projects in the Norwegian petroleum industry from 2006

  17. Thank you for your attention! Questions? Further information: Siri.Andersen@dnv.com Stig.O.Johnsen@sintef.no

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