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Slide 1
GEN-13 Invensys EnterpriseSolutions for Refining
Refinery Integrated OperationsManagement (R-IOMS)
Presented by:
• Omar HalasehGlobal Pursuits Leader
• Stan DeVriesSenior Director Solutions Architecture
@InvensysOpsMgmt / #SoftwareRevolution
/InvensysOpsMgmt
/InvensysVideos
social.invensys.com
© 2013 Invensys. All Rights Reserved. The names, logos, and taglines identifying the products and services of Invensys are proprietary marks of Invensys or its subsidiaries.All third party trademarks and service marks are the proprietary marks of their respective owners.
Presented by:
• Omar HalasehGlobal Pursuits Leader
• Stan DeVriesSenior Director Solutions Architecture
/InvensysOpsMgmt
/company/Invensys Operations Management
Agenda
Enterprise Software Solutions Group
Refining Integrated Operation Management Solution (R-IOMS)
Case Study
Where to Begin
Q&A
Slide 3
Enterprise Software Solutions Group
Refining Integrated Operation Management Solution (R-IOMS)
Case Study
Where to Begin
Q&A
Enterprise Software Solutions(ESS) Team• Innovative solutions centered around specific customer initiatives
• Turn-key solutions based on consulting services enabled withInvensys & its partners technologies
Client Engagements
SATORP• “Integrated Refining Information System”
SASOL• “High Performance Organization”
Valero• “Sustainable Energy Management”
Innovative Solutions
• Integrated Operations ManagementSolution (IOMS)
• Integrity Operating Windows (IOW)
• Real-Time Performance Management(RTPM)
• Demand-side Energy ManagementSolution (EMS)
Slide 4
Client Engagements
SATORP• “Integrated Refining Information System”
SASOL• “High Performance Organization”
Valero• “Sustainable Energy Management”
Innovative Solutions
• Integrated Operations ManagementSolution (IOMS)
• Integrity Operating Windows (IOW)
• Real-Time Performance Management(RTPM)
• Demand-side Energy ManagementSolution (EMS)
A Journey…
ValueRTPM
EMS Process
IOMS
Slide 5
Time
IOW
EMS Process
EMS Utilities
Refinery Integrity Operating WindowsSolution (IOW)
• Monitoring of key parameters basedon pre-defined rules
• Alerting and notifying assignedpersonnel to take actions in case ofboundary excursion
• Providing analysis and decisionsupport tools for making decisions onprocess safety and Reliability-CentredMaintenance.
IOW is a set of operating limits and operating parameters (referred to as ‘operatingwindows’) assigned to refinery process variables that can affect equipment integrity,reliability and performance. It provides a comprehensive platform for:
Slide 6
• Monitoring of key parameters basedon pre-defined rules
• Alerting and notifying assignedpersonnel to take actions in case ofboundary excursion
• Providing analysis and decisionsupport tools for making decisions onprocess safety and Reliability-CentredMaintenance.
IOW @ SATORP IRIS
Slide 7
Real-Time Performance ManagementSolution (RTPM)
Action Measure
Strategy
S
S
A
M
M
CDU FCC
A B DC
Slide 8
Structured andlinked performance
measures withleading/lagging
KPIs
Compellingnear-real time
dashboards withdrill-down anddrill-through
Culture ofaccountability
Empowering theedge to take
corrective action
Becoming a performance driven organization requiresmore than building a digital dashboard!
RTPM (Consulting) @ SASOL6%
Feedstockcost savings
4%Electricity
cost savings
Slide 9
Energy Management Solution
Supply-Side Offerings: ImprovingUtility Generation• Utility Equipment Performance
Monitoring System• Utility Plant Optimization
(ROMeo Solution)
Demand-Side Offerings:• Energy Management Program
including Sustainment (R2Emethodology)
• Dynamic Targets for process units• Sustainment program
Capture energy savings with little or no capital expense• Identify• Evaluate• Prioritize• ExecuteExpect $4-12 million/year of energy reduction benefitswithin a 9-12 months
Implement Energy Dashboard• Track energy use at multiple levels• Compare performance vs. dynamic targets• Drill-down capability for investigationTo be used by operators, engineers, management
Develop program to sustain benefits• Includes management oversight processes and
reports• Build energy awareness and ownership• Establish goal-setting and performance auditing
processes• Capture additional benefits• Training program
Slide 10
Supply-Side Offerings: ImprovingUtility Generation• Utility Equipment Performance
Monitoring System• Utility Plant Optimization
(ROMeo Solution)
Demand-Side Offerings:• Energy Management Program
including Sustainment (R2Emethodology)
• Dynamic Targets for process units• Sustainment program
Capture energy savings with little or no capital expense• Identify• Evaluate• Prioritize• ExecuteExpect $4-12 million/year of energy reduction benefitswithin a 9-12 months
Implement Energy Dashboard• Track energy use at multiple levels• Compare performance vs. dynamic targets• Drill-down capability for investigationTo be used by operators, engineers, management
Develop program to sustain benefits• Includes management oversight processes and
reports• Build energy awareness and ownership• Establish goal-setting and performance auditing
processes• Capture additional benefits• Training program
Energy Stewardship Program
Energy Stewardship: 1st Quartile EII goal (91 EII breakpoint, currentlytargeting 89)
Efforts are nearly 100% completed and yielding excellent results
Key Components
– Reality based goals using actual operations
– Dashboards to make visible to all of organization
– Annual energy stewardship reviews with refinery management
Refinery 1 (proof-of-concept)
– In the previous Solomon studies, refinery’s EII was 102, 120, and 103
– Average EII performance was 4th Quartile
– Currently, the refinery EII is 80-85 EII
Refinery 2
– In the same Solomon studies, refinery’s EII was 93, 99, and 96
– Average EII performance was 2nd and 3rd Quartile
– Currently, the refinery EII is 80-85Slide 11
Energy Stewardship: 1st Quartile EII goal (91 EII breakpoint, currentlytargeting 89)
Efforts are nearly 100% completed and yielding excellent results
Key Components
– Reality based goals using actual operations
– Dashboards to make visible to all of organization
– Annual energy stewardship reviews with refinery management
Refinery 1 (proof-of-concept)
– In the previous Solomon studies, refinery’s EII was 102, 120, and 103
– Average EII performance was 4th Quartile
– Currently, the refinery EII is 80-85 EII
Refinery 2
– In the same Solomon studies, refinery’s EII was 93, 99, and 96
– Average EII performance was 2nd and 3rd Quartile
– Currently, the refinery EII is 80-85Slide 11
Total benefits to date are nearly $200MM/yr for thirteen of sixteen refineries Key focus is to keep it simple and be credible with Operations Best practices are in parallel development
– Amine optimization procedure– Enhanced sour water stripping– Distillation pump around optimization
Energy Stewardship Program Benefits
Slide 12
Slide 15
Benefits also extend to new best practices and lessons learnedBenefits also extend to new best practices and lessons learned
$Mill
ions
Agenda
Enterprise Software Solutions Group
Refining Integrated Operation Management Solution (R-IOMS)
Case Study
Where to Begin
Q&A
Slide 13
Enterprise Software Solutions Group
Refining Integrated Operation Management Solution (R-IOMS)
Case Study
Where to Begin
Q&A
Responding to marketdynamics• Optimize production of higher
margin products (distillates)• Market volatility
Responding to marketdynamics• Optimize production of higher
margin products (distillates)• Market volatility
Controlling input costs• Feedstock acquisition costs• Energy costs
Controlling input costs• Feedstock acquisition costs• Energy costs
Cash and liquidity• Improve capital discipline• Maintain investment grade
credit rating
Cash and liquidity• Improve capital discipline• Maintain investment grade
credit rating
Intense Competitive Pressures…
Looking for aLooking for acompetitive edge…competitive edge…
Slide 14
Responding to marketdynamics• Optimize production of higher
margin products (distillates)• Market volatility
Responding to marketdynamics• Optimize production of higher
margin products (distillates)• Market volatility
Controlling input costs• Feedstock acquisition costs• Energy costs
Improve reliability &availability• Minimize unplanned
shutdowns• Minimize emergency work
orders
Improve reliability &availability• Minimize unplanned
shutdowns• Minimize emergency work
orders
Environmental, Health &Safety Compliance• Zero incidents goals• Stringent environment
compliance
Environmental, Health &Safety Compliance• Zero incidents goals• Stringent environment
compliance
Shortage of ExperiencedStaff• Global “War for talent”• Need for effective decision
support systems – higherreliance on automation
• Need for Training Solutions
Shortage of ExperiencedStaff• Global “War for talent”• Need for effective decision
support systems – higherreliance on automation
• Need for Training Solutions
Business/Supply ChainHandled byHandled byERP SystemsERP Systems (1990s)(1990s)
Refining OperationsRefining Operations
How to set up, manage, and optimize refining operationsHow to set up, manage, and optimize refining operationsHandledHandled by a Patchwork of Approachesby a Patchwork of ApproachesPoint-to-Point
integrationNiche
providers
Some ERPsolutions
Spreadsheetsolutions
Pointsolutions from
multiple vendors
Need for a holistic approach that combinesNeed for a holistic approach that combinespeople, process, and technologypeople, process, and technology
(and does for this space what ERP(and does for this space what ERP & DCS have achieved for theirs.)& DCS have achieved for theirs.)
The need for a platform approach
Slide 15
Plant Control/AutomationHandled byHandled by
DCS/PLC systemsDCS/PLC systems (1980s)(1980s)
Refining OperationsRefining Operations
How to set up, manage, and optimize refining operationsHow to set up, manage, and optimize refining operationsHandledHandled by a Patchwork of Approachesby a Patchwork of ApproachesPoint-to-Point
integration
Home grown& legacysolutions
Islands ofinformation
Nicheproviders
Inflexible andexpensive
Need for a holistic approach that combinesNeed for a holistic approach that combinespeople, process, and technologypeople, process, and technology
(and does for this space what ERP(and does for this space what ERP & DCS have achieved for theirs.)& DCS have achieved for theirs.)
What is needed: Three Tightly‐Coupled Parts
Business Processes
Define, standardize,& institutionalize
• Organizational alignment• Roles/responsibilities• Workflow engine
11
Applications
Execute and managebusiness processes
• Meet requirements ofbusiness processes
• Mix and match of bestfunctionality
2
Invensys calls the sum of these:
Integrated OperationsManagement System
A holisticpeople/process/technology
approach to create sustainablecompetitive advantage!
Invensys calls the sum of these:
Integrated OperationsManagement System
A holisticpeople/process/technology
approach to create sustainablecompetitive advantage!
The Opportunity: Doing Better, Faster, Cheaper
Slide 16
Applications
Execute and managebusiness processes
• Meet requirements ofbusiness processes
• Mix and match of bestfunctionality
22
Integration Framework
Agile, collaborative
• Service-oriented, repeatable,reusable, configurable,adaptable
33
Invensys calls the sum of these:
Integrated OperationsManagement System
A holisticpeople/process/technology
approach to create sustainablecompetitive advantage!
Invensys calls the sum of these:
Integrated OperationsManagement System
A holisticpeople/process/technology
approach to create sustainablecompetitive advantage!
Business process driven technology implementation (Process toTechnology mapping)
Key input into and software selection and architectural decisions
Define roles, responsibilities and decision rights
Align the entire organization around common objectives
Encapsulate the company’s know how, expertise and industry bestpractices
Vehicle for knowledge transfer and new employee training
Why a Business Process Focus?
Slide 17
Business process driven technology implementation (Process toTechnology mapping)
Key input into and software selection and architectural decisions
Define roles, responsibilities and decision rights
Align the entire organization around common objectives
Encapsulate the company’s know how, expertise and industry bestpractices
Vehicle for knowledge transfer and new employee training
Level 3
Key Refining Business Processes(Enterprise and Operations Levels)
Level 4Business Planning
& LogisticsPlant Production Scheduling,
Labor Management, etc
ERP and SCM FunctionsScheduling; Quality Management;Maintenance Management; LaborManagement; Recipes; Reporting, etc.
L4-L3 Interface
HumanResources
HumanResources
FinancialAccounting
FinancialAccounting
CapitalPlanning &Budgeting
CapitalPlanning &Budgeting
KnowledgeManagement
KnowledgeManagement
Procurement& ContractingProcurement& Contracting ProjectsProjects
BusinessPlanningBusinessPlanning
InventoryManagement
InventoryManagement PricingPricing
DemandForecasting
DemandForecasting
SupplyPlanningSupply
Planning LogisticsLogisticsTrading & RiskManagementTrading & RiskManagement
FeedstockSelectionFeedstockSelection
MES FunctionsScheduling; Resource Allocation; Dispatching;Maintenance Management; DocumentationManagement; Labor Management;Performance Analysis; Process Management;Archiving
MES FunctionsScheduling; Resource Allocation; Dispatching;Maintenance Management; DocumentationManagement; Labor Management;Performance Analysis; Process Management;Archiving
MaintenanceOperations
Management
HSE &Compliance
Management
QualityOperations
Management
ProductionPerformance
Analysis
Planning &Scheduling
Engineering/Technology
ProductionExecution &
Tracking
Level 3
Level 1
Level 2
Process EquipmentSensing the production process, manipulatingthe production process
Automation FunctionsMonitoring; Control; Diagnostics; Archiving;HMI; Reporting; Recipes; Dispatches
DiscreteControl
BatchControl
ContinuousControl
MES FunctionsScheduling; Resource Allocation; Dispatching;Maintenance Management; DocumentationManagement; Labor Management;Performance Analysis; Process Management;Archiving
ManufacturingOperations Management
Dispatching Production, Detailed ProductionScheduling, Reliability Assurance, ...
MES FunctionsScheduling; Resource Allocation; Dispatching;Maintenance Management; DocumentationManagement; Labor Management;Performance Analysis; Process Management;Archiving
ManufacturingOperations Management
Dispatching Production, Detailed ProductionScheduling, Reliability Assurance, ...
MaintenanceOperations
Management
MaintenanceOperations
Management
HSE &Compliance
Management
HSE &Compliance
Management
Production Data CollectionProduction Data Collection
QualityOperations
Management
QualityOperations
Management
ProductionPerformance
Analysis
ProductionPerformance
Analysis
Planning &SchedulingPlanning &Scheduling
Engineering/Technology
Engineering/Technology
ProductionExecution &
Tracking
ProductionExecution &
Tracking
Production Operations Management
ProductionPlanning (3.3)
ProductionPlanning (3.3)
3.3.1. ProductionPlanning
3.3.2. ProductionScheduling
ProductionExecution (3.5)
ProductionExecution (3.5)
3.5.3. Operator Log& Shift Handover
3.5.1. OperatingTarget Setting
3.3.3. PlanningModel Maintenance
3.5.2. OperatingInstructions
ProductionPerformance
Analysis (3.8)
ProductionPerformance
Analysis (3.8)
3.8.1. DataValidation &
Reconciliation
Production DataCollection (3.6)Production DataCollection (3.6)
3.6.1. Process UnitData Collection
3.6.2. OilMovement Data
Collection
MaintenanceOperations
Management
MaintenanceTracking (10.7)
MaintenanceTracking (10.7)
MaintenancePlanning (10.3)
MaintenancePlanning (10.3)
10.3.1.Maintenance,
Turnarounds andInspectionScheduling
QualityOperations
ManagementQuality Test
Definition (6.1)Quality Test
Definition (6.1)
6.1. LIMS
HSE &ComplianceManagement
HSE & ComplianceTracking (14.7)
HSE & ComplianceTracking (14.7)
HSE & CompliancePlanning (14.3)
HSE & CompliancePlanning (14.3)
14.3.1. CompliancePlanning
14.3.2. Managementof Change
14.7.1. EmissionsTracking
Quality TestResources (6.2)
Quality TestResources (6.2)
6.2. LIMS
Quality TestPlanning (6.3)
Quality TestPlanning (6.3)
6.3. LIMS
ISA-95 Business Processes
Slide 19
ProductionTracking (3.7)
ProductionTracking (3.7)
ProductionDispatching (3.4)
ProductionDispatching (3.4)
ProductionPlanning (3.3)
3.4.2. Crude andProduct Blending
Management
ProductionExecution (3.5)
3.7.1. IntegrityOperating Windows
3.5.3. Operator Log& Shift Handover
3.4.1. Oil MovementManagement
3.7.3. AlarmManagement
3.3.3. PlanningModel Maintenance
ProductionPerformance
Analysis (3.8)
3.8.2. Daily MassBalance
Reconciliation
3.8.4. MonthlyProductionAccounting
3.8.3. Daily Utilitiesand Fuel Balance
3.8.1. DataValidation &
Reconciliation
3.7.2. QualityMonitoring
3.8.6. PerformanceManagement
MaintenanceTracking (10.7)
10.7.2. 3D AssetVirtualization
10.7.1. On-Line FaultIdentification,
Alerting & OperationAssist Advisories
MaintenancePerformance
Analysis (10.8)
MaintenancePerformance
Analysis (10.8)
10.8.1. LifecycleReliability and
IntegrityManagement
HSE & ComplianceTracking (14.7)
14.7.3. Accident/Incident Tracking
14.7.1. EmissionsTracking
HSE & CompliancePerformance
Analysis (14.8)
HSE & CompliancePerformance
Analysis (14.8)
14.8.1. ProcessSafety KPIs
14.7.2. ComplianceTracking
14.8.2. RCA, NearMiss Analysis
Quality TestPlanning (6.3)
6.3. LIMS
Quality Test DataCollection (6.6)
Quality Test DataCollection (6.6)
6.6. LIMS
Quality TestTracking (6.7)Quality Test
Tracking (6.7)
6.7. LIMS
Quality TestPerformance
Analysis (6.8)
Quality TestPerformance
Analysis (6.8)
6.8. LIMS
3.8.5. EnergyManagement
Maintenance OpsManagement
Maintenance OpsManagement
Planning &SchedulingPlanning &Scheduling
RefineryPlanning
Permit ToWork
Maintenance
Reliability
RefineryScheduling
HSE & ComplianceManagement
HSE & ComplianceManagement
CompliancePlanning
ComplianceMonitoring
IncidentReporting
Real Time Performance ManagementReal Time Performance Management
QualityManagement
QualityManagement
LaboratoryInformation
Quality Control
Standards &Methods
PerformanceTarget Setting
PerformanceAnalysis
KPI Definition/Decomposition
PerformanceReporting
Production Execution & TrackingProduction Execution & Tracking
MovementManagement
Operator Log &Shift Handover
Receipts andShipments
Operation TargetSetting
Tank InventoryManagement
PerformanceMonitoring Corrective Action
Planning ModelAccuracy
OperatingInstructions
Intelligence(Real Time Performance Management)
ReliabilityReliability
BOSS(Blend
Optimization)
BOSS(Blend
Optimization)
Avantis(Asset Mgmt)
Avantis(Asset Mgmt)
IntelaTrac(Mobility)IntelaTrac(Mobility)
LIMS
Integrity OperatingWindows
Integrity OperatingWindows
J5 Logbook(Operator Logbook)
J5 Logbook(Operator Logbook)Spiral
(Planning)Spiral
(Planning)
Spiral(Scheduling)
ArchestrA
Workflow
ArchestrA
Workflow
Mapping Invensys Portfolio to ISA-95
Slide 20
ProductionPerformance
Analysis
ProductionPerformance
Analysis
Maintenance OpsManagement
Planning &Scheduling
Permit ToWork
MRO Procurement
Yield Accounting
HSE & ComplianceManagement
IncidentReporting
Managementof Change
Production Data CollectionProduction Data Collection
QualityManagement
Standards &Methods
Engineering/TechnologyEngineering/Technology
ProcessImprovement
EnergyManagement
EmissionsMonitoring &
Reporting
Process SafetyManagementFuel and Oil
Loss Monitoring& Control
Production Execution & Tracking
QualityMonitoring
IntegrityOperatingWindows
Operator Log &Shift Handover
Plan vs. Actual
Mass BalanceData ValidationReconciliation
Warehousing
Tank InventoryManagement
Crude/ProductBlending
AlarmManagement
Unit/Offsites/Terminal/Jetty
Operations
EquipmentConditionMonitoring
SpecificationManagement
CustomerSatisfaction
OccupationalHealth
ManagementAPC
Maintenance
Hour/DailyMaterial &
Utilizes Balance
OperatorTraining
Backcasting
BOSS(Blend
Optimization)
BOSS(Blend
Optimization)
OMM(Order Movement
Management)
OMM(Order Movement
Management)
Connoisseur(APC)
Connoisseur(APC)
HSE
IntelaTrac(Mobility)
LIMSLIMS
PAS(Alarm
Management)
PAS(Alarm
Management)SIM4ME
(Modeling,Simulation)
SIM4ME(Modeling,Simulation)
Integrity OperatingWindows
Integrity OperatingWindows
OTS(OperatorTraining
Simulator)
Wonderware System PlatformWonderware System Platform
ROMeo(Online
Optimization)
ROMeo(Online
Optimization)
Spiral(Crude Assay
Mgmt)
Spiral(Scheduling)
Spiral(Scheduling)
Error Solver(Yield
Accounting)
Error Solver(Yield
Accounting)
ArchestrA
Workflow
ArchestrA
Workflow
The Business-IT Tug of War
An increasinglydynamic business
environment=
Constant changesto what business
needs to do!
An increasinglydynamic business
environment=
Constant changesto what business
needs to do!
An increasinglylarge (and mixed)
technologyfootprint
=Too expensive,
slow & inflexible
An increasinglylarge (and mixed)
technologyfootprint
=Too expensive,
slow & inflexible
The Business-IT Tug of War
Slide 21
An increasinglydynamic business
environment=
Constant changesto what business
needs to do!
An increasinglydynamic business
environment=
Constant changesto what business
needs to do!
An increasinglylarge (and mixed)
technologyfootprint
=Too expensive,
slow & inflexible
An increasinglylarge (and mixed)
technologyfootprint
=Too expensive,
slow & inflexible
How to re-architect in a way that enablesreusability, agility, etc.?
Agenda
Enterprise Software Solutions Group
Refining Integrated Operation Management Solution (R-IOMS)
Case Study
Where to Begin
Q&A
Slide 22
Enterprise Software Solutions Group
Refining Integrated Operation Management Solution (R-IOMS)
Case Study
Where to Begin
Q&A
Saudi Aramco Total Refining andPetrochemical Company (SATORP)
Company Brief
Name: SATORPDescription: Greenfield export refinery & petrochemicalHQ: Jubail Industrial Zone 2, KSAKey Businesses: Refining & petrochemicalsProducts: Petroleum “white“ Products (Gasoline,
diesel, Jet fuel, Naphtha, and LPG)Plant Location: Jubail, KSA
Note: Future expansion to includepetrochemicals
Project Highlights
Project Value USD 19.3M Project implementation is “business process driven” 28 service-based interfaces Project at 90% completion stage, Very positive customer feedback
Project Highlights
Project Value USD 19.3M Project implementation is “business process driven” 28 service-based interfaces Project at 90% completion stage, Very positive customer feedback
By the Numbers
62.5% Saudi Aramco, 37.5% Total JV 400,000 bpd refining capacity 2nd largest refinery in KSA 130 million construction labour hours with peak
workforce of 13,000
By the Numbers
62.5% Saudi Aramco, 37.5% Total JV 400,000 bpd refining capacity 2nd largest refinery in KSA 130 million construction labour hours with peak
workforce of 13,000
Slide 23
Company Brief
Name: SATORPDescription: Greenfield export refinery & petrochemicalHQ: Jubail Industrial Zone 2, KSAKey Businesses: Refining & petrochemicalsProducts: Petroleum “white“ Products (Gasoline,
diesel, Jet fuel, Naphtha, and LPG)Plant Location: Jubail, KSA
Note: Future expansion to includepetrochemicals
Project Highlights
Project Value USD 19.3M Project implementation is “business process driven” 28 service-based interfaces Project at 90% completion stage, Very positive customer feedback
Project Highlights
Project Value USD 19.3M Project implementation is “business process driven” 28 service-based interfaces Project at 90% completion stage, Very positive customer feedbackSaudi
Arabia
Yemen
OmanUAE
QatarBahrain
Kuwait
Jubail
Software Supply Scope:
SATORP IRIS Project Summary
Services Scope:
Expected Benefits: Plan with utmost accuracy Operate optimally, reliably and safely Analyze performance compared to plan with collaborative analysis tool Improve continuously by agile decision-making based on reliable information Improve productivity
IMPROVE(Monitoring and
Optimization)
DO(Execution)
PLAN(Supply Chain &
Planning)
Project Execution - Design, Build(including Test), System integration,
Deliver (Deploy & Commission)
Slide 24
IMPROVE(Monitoring and
Optimization)
OperatingWindows
Mass & EnergyBalance
Real-TimeAnalysis
OperationsDashboard
ProcessControl Perf.Management
Blend Perf.Monitoring
RefineryScheduling
LIMS
OperatorLogbook
RefineryOffsiteProcess
Historian
PLAN(Supply Chain &
Planning)
ContractManagement
InventoryValuation
Logistics
ProductionPlanning
Product Spec.Management
Pricing
HSE
Program and Project Management
Organization Change Management(Engagement, readiness, and
adoption)
Sustenance and Support(Short term)
Infrastructure Services
ISA-95 Level 3
ISA-95 Level 4
Logistics
SATORP Integration Challenge
ProductionPlanning
RefineryScheduling
InventoryValuation
OperatorLogbook
ProductSpecifications
Mgt
UnitOperations &Monitoring
ContractMgt
PlantMaintenance
Reliability
Documents
Supply Chain Mgt & Planning Maintenance
AlertMgt
OperationsDashboard &
KPI
Process ControlPerformance Mgt
Pricing
HR
Slide 25
ISA-95 Level 1 & 2
RefineryOffsite
RefineryScheduling
ProcessHistorian
ProductSpecifications
Mgt
Laboratory
UnitOperations &Monitoring
Health, Safety& Environment
Production Operations Performance Management
Mass / EnergyBalance & DataReconciliation
BlendPerformanceMonitoring
ProcessControl
OnlineAnalyzer
4. Integrated Solution
Integrated Refinery Views
Slide 27
Seamless integration of SAP, Microsoft and 13 application views
Integrated Refinery Views
CDU / VDUDrill down
Slide 28
Competitive Advantages ofthe Invensys Solution
System design is business-process driven, architectures follow• Project implementation methodology and solution architecture is driven by
the refinery business processes
System implementation allows for easy modifications and expansion• Functional design specification and functional architecture are based on
Invensys deep refinery knowledge• Reusable business components and interfaces achieved at every possible
level• Robust and scalable architecture that supports future changes to business
processes and refinery expansion to meet business and market needs
System implementation is based on industry best practices, standards,and principles• In system integration (ISA 95, Enterprise Service Bus)• In data representation and transformation (B2MML data model)
Slide 29
System design is business-process driven, architectures follow• Project implementation methodology and solution architecture is driven by
the refinery business processes
System implementation allows for easy modifications and expansion• Functional design specification and functional architecture are based on
Invensys deep refinery knowledge• Reusable business components and interfaces achieved at every possible
level• Robust and scalable architecture that supports future changes to business
processes and refinery expansion to meet business and market needs
System implementation is based on industry best practices, standards,and principles• In system integration (ISA 95, Enterprise Service Bus)• In data representation and transformation (B2MML data model)
Invensys Journey - O&G and HPI ExamplesProject Name Implem
PeriodIntegration
ScopeIntegration Technology Major Partners
SATORP Refinery IRIS Jun 2011 –Sep 2013
L2 - L3,L3 - L4
Enterprise Service Bus(MS BizTalk ESB Toolkit),
SAP NetWeaver,OPC, Invensys SOA
Wipro, MS, OSIsoft,St James Software
Petro Rabigh PIM Oct 2007 –May 2009
L2 - L3,L3 - L4
Hub-and-Spoke(SAP XI),
OPC, Invensys SOA
MS, OSIsoft,St James Software,
LabWare, Technip/Total
ExxonMobil Lubes PCS(fleet)
Jan 2004 –Jan 2010
L2 - L3,L3 - L4
Hub-and-Spoke(SAP XI),
OPC, Invensys SOA
ExxonMobil IT
Inte
grat
ion
Tech
nolo
gy E
volu
tion
Slide 30
Hub-and-Spoke(SAP XI),
OPC, Invensys SOAPetronas Malaysia Baronia(offshore optimization)
Apr 2008 –Jan 2010
L2 - L3,L3 - L4
Hub-and-Spoke(SAP XI),
Invensys SOA
MS
Cheniere LNG Terminal’sTOMS
Feb 2006 – Oct2007
L2 - L3,L3 - L4
Hub-and-Spoke(MS BizTalk)
OPC, Invensys SOA
MS, OSIsoft, ESS GroupSt James Software
PetroVietnam Refinery MIS Jan 2007 –Dec 2008
L2 - L3 Point-to-Point(Application-interface level EAI)
MS, OSIsoft, Maximo,StarLIMS, Technip
PetroMonagas ICIMS Jun 1999 – Jan2001
L2 - L3,L3 - L4
Point-to-Point(Application-interface level EAI)
JD Edwards, Maximo.OSIsoft, Intergraph, Baytek
Ras Laffan LNGs ICIMS Mar 1996 –Dec 1999
L2 - L3,L3 - L4
Point-to-Point(Application-interface level EAI)
Cap Gemini, SAP, OSIsoft,Intergraph, Baytek
Inte
grat
ion
Tech
nolo
gy E
volu
tion
Agenda
Enterprise Software Solutions Group
Refining Integrated Operation Management Solution (R-IOMS)
Case Study
Where to Begin
Q&A
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Enterprise Software Solutions Group
Refining Integrated Operation Management Solution (R-IOMS)
Case Study
Where to Begin
Q&A
Where to Begin
Half day workshop withyour designated staff to: Learn about your performance
improvement initiatives
Discuss potential areas ofcollaboration
Share our experience with you inmore detail
Learn what other refiners aredoing
Step
1 ~6 week scoping study todetermine priorities,estimate costs & ROI:
Interview stakeholders to identifyproblems and areas for improvement
Review business processes to identifyissues (lack of clarity on activities,roles and decision rights)
Review existing decision support toolsand identify gaps
Review existing IT environment andinfrastructure
Develop business case for movingto Integrated OperationsManagement System
Recommendations : Must-Haves,Quick Wins, Long Term
Estimate cost of implementation(SW/HW/Consulting)
Step
2 ProjectAward
Step
3
Step
4
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Half day workshop withyour designated staff to: Learn about your performance
improvement initiatives
Discuss potential areas ofcollaboration
Share our experience with you inmore detail
Learn what other refiners aredoing
~6 week scoping study todetermine priorities,estimate costs & ROI:
Interview stakeholders to identifyproblems and areas for improvement
Review business processes to identifyissues (lack of clarity on activities,roles and decision rights)
Review existing decision support toolsand identify gaps
Review existing IT environment andinfrastructure
Develop business case for movingto Integrated OperationsManagement System
Recommendations : Must-Haves,Quick Wins, Long Term
Estimate cost of implementation(SW/HW/Consulting)
ProjectImplementationRequirements
Mockups & datagathering
Build & deliver
Sustain
Step
4
Involve Business Owners:• VP of Refining• Plant Manager• Operations Manager• Tech Services Manager• Maintenance Manager• Planning Manager
Involve Business Owners:• VP of Refining• Plant Manager• Operations Manager• Tech Services Manager• Maintenance Manager• Planning Manager
Deliverables:• Stakeholder interview notes• “As-Is” situation Validation
presentation• Business Case• Recommendations: Must
Haves, Quick Wins, Long term• Final Mgmt. Presentation• Study Report
Deliverables:• Stakeholder interview notes• “As-Is” situation Validation
presentation• Business Case• Recommendations: Must
Haves, Quick Wins, Long term• Final Mgmt. Presentation• Study Report
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Backup slides
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Project Lessons Learned Clear business process requirements approved by all parties.
An execution governance with well-defined and proven project methodology.
Skilled resources on project with well planned resource loading / unloadingduring course of execution.
Standardized naming convention for assets where possible; well-defined datareference models for mapping between applications.
Software vendor participation and involvement from beginning in integrationrelated functional design is crucial.
Very strong change management process to manage “scope creeps” and anyfunctional & design changes.
Well defined testing strategy based on industry standard and best-practice.
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Clear business process requirements approved by all parties.
An execution governance with well-defined and proven project methodology.
Skilled resources on project with well planned resource loading / unloadingduring course of execution.
Standardized naming convention for assets where possible; well-defined datareference models for mapping between applications.
Software vendor participation and involvement from beginning in integrationrelated functional design is crucial.
Very strong change management process to manage “scope creeps” and anyfunctional & design changes.
Well defined testing strategy based on industry standard and best-practice.
Integrated Manufacturing Views
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Integrated Manufacturing View(Product Quality Details)
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Integrated Manufacturing View(Feed Inventory Details)
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Energy Management Program
VALUE FOR CLIENTS
DOMAINEXPERTISE
1. Capture energy savings with little to nocapital expense
Significant Reduction inEnergy Consumption
Low-to-No CapitalInvestment
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TECHNOLOGYSTRATEGY
2. Implement energy managementdashboard (system)
Open & RobustSoftware Technology
SERVICESSTRATEGY 3. Develop program to sustain benefits
Sustainable& Scalable
Low-to-No CapitalInvestment
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