At SPE Calgary Section, our Senior VP Bart Stafford and CTO Henrik Larsen will present our paper on Integrated Operations Centers (IOC). We address how to plan and deliver improved operational performance through IOC initiatives in oil and gas companies. Get in touch to meet Epsis at the conference. Hopefully, our experience from working within this exciting area for the last decade can get a fruitful discussion started.
Haukeland University Hospital
Haukeland University Hospital
A modern hospital is a complex facility with hundreds of different software systems organizing patients, resources, doctors, rooms, journals, plans, x-rays, staff and much more. They all play a significant role, making the specific area more effective, with higher quality. However, to optimize the total operation of the hospital, so most users must relate to many different systems. Furthermore, when a team is collaborating to make plans, the diversity of systems may make it even more demanding.
At Helse Bergen Epsis software suite is used at selected clinics to orchestrate the diversity of software systems, ensuring proper use of every system, consistency across the various systems and process compliance. A missing doctor, room maintenance or a patient no-show was previously frequently causing delays, now the number of annoying situations like these is reduced to a minimum.
At a plastic-surgery clinic implementing Epsis software suite has resulted in shorter meetings. While they used an average time of 75 minutes to conduct the meetings before, they have now reduced them to 30 minutes. As a result, this gives more than half an hour extra time for each of the eight doctors in the meeting to use on patientcare.
The complexity of a today’s hospital enables Epsis software suite to add significant progress towards optimal use of available resources in the organization. For more information about the project look here (Norwegian only) : Virtuell integrering (VI) – Helse Bergen (helse-bergen.no)
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Concurrent planning and design
Concurrent planning and design
A known challenge is that Norwegian transportation project is taking to long time in the planning an design phase. In 2016, Vianova Plan og Trafikk, Metier OEC, Trimble Solutions, Sweco, Rambøll, Bane NOR, NTNU and Epsis joined forces to help solve this challenge. Through an R&D project supported by the Research Council.
Background
The R&D-projects overall idea was to develop a new methodology to reduce the planning and design time in infrastructure projects with minimum 50% calendar time. The main factor for such a time reduction is better interaction and more parallel work. The aim is therefore to develop a new planning and design process; – “Concurrent planning and design in Infrastructure Projects”(SPP). These projects are dependent on smart collaboration, good design tools and other software tools to support the new way of working.
SPP should not only be a planning process but will also act as a tool to make decisions. Methods and tools in the SPP should then help supplement technical planning and design with facilitated decision support as well as excellent tools for joint collaboration.
Results
The result of the 4-year R&D project is a method for more efficient decision-making processes in the transportation projects. The method has been named Samtidig Plan og prosjektering(SPP)/ Concurrent engineering and design.
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Online project material
ConocoPhillips
ConocoPhillips
ConocoPhillips is the world’s largest independent exploration and production company, based on proved reserves and production. With operations in 27 countries, over 18,400 men and women work in a truly integrated way in order to find and produce oil and natural gas.
ConocoPhillips Norge is operator for the Greater Ekofisk Area (GEA). GEA is in decline with production being controlled by rate of delivery of wells and capacity and regularity of processing facilities. ConocoPhillips Norge is considered one of the front-runners in the implementation of Integrated Operations (IO), i.e. integrating people through collaboration and work processes. Its operational model is fully based on IO, with more than 20 IO centres operational in its offices in Stavanger.
One of these IO centres is the Production Delivery Centre (PDC). It was established in 2014 with a goal to coordinate, integrate and optimize all production related activities across disciplines and time-scales, ensuring that the assets in GEA are produced in the most profitable manner. This mandate requires a continuous surveillance of all relevant production related activities and a number of collaborative meetings to coordinate with other groups.
The Epsis software was used to facilitate both. Meetings and collaboration sessions are pre-defined, independent of application and location, and executed with a single mouse click. This provides effective meeting execution, information sharing and visualization allowing for real time decision making. To keep all team members updated on the current overall situation, the Situational Awareness Displays are run on video walls, showing life applications with up-to-date and relevant production related information. This solution is supplemented with Epsis software installed on individual workstations to facilitate follow-up work and to be able to publish ad-hoc content in a collaborative meeting or on the situational awareness displays.
At Epsis, we believe in connecting everything
At Epsis, we believe in connecting everything!
In business, everything is connected formally or informally through systems and processes. Our people, our business processes, our data, information and all underlying systems, it all need to come together in what we do every day. To perform our tasks, to do analysis, to respond to alarm or alerts, to make decision or to operate systems or equipment.
Unfortunately, we are far from a state where all these connections are structured and utilized sufficiently. The different systems communicate poorly and data are typically not fully integrated. Dashboards and portals have been made as mitigating actions. However, no matter how hard we try there is always something missing. Important and required “dots” is not included in the picture.
As systems are getting smarter, the information we are building our workday around is becoming increasingly complex. As the diversity of IT systems continues to increase at a seemingly exponential rate, what we – as people – need to consider and comprehend while doing our job do the same. Thus, there is a continuous increase of dots to connect on an everyday basis. New “dots” in addition to those we have today – they all need to blend seamlessly in order for us to work effectively.
At Epsis we help our clients connecting all the dots. All the information, systems, processes and people that are needed while doing business activities. That is our mission. Our technology, solutions and advisory services are all developed and deployed with that in mind.
When doing that, we help our clients cope with a dynamic world and to transform their operations.
Collaborative Work Environments
Collaborative Work Environments
Epsis Consultants has extensive experience in designing, implementing and running Collaborative Work Environments (CWEs) or Integrated Operations Centers (IOCs). We focus firstly on the desired “Ways of Working” and then create a toolset and working area that reflects the business need.
These environments & tools become the key enabler for business change to ensure that work is completed in the correct manner, involves the right people, whilst minimizing any wasted time. By taking this holistic view of operations across the enterprise the business can become more proactive to current conditions and realise substantial cost savings.
The Epsis Business Advisory team was key to providing these benefits to the Chevron Integrated Operations Centre program. The value was demonstrated quickly when the first of these centres was rolled out in Aberdeen in 2014 and saved $31 million in the first 8 months and increased reliability four-fold.
Quote from New York Times article on Chevron’s IOC in Aberdeen.
Even before the price of oil began collapsing last summer, Mr. May was taking steps to trim Chevron’s North Sea costs and planning new technologies — including a $3 million integrated operations center in Aberdeen — to wrest renewed efficiencies from 20- and 30-year-old offshore oil and gas rigs.