System Integration & Control Systems Design


The automation challenge requires new approaches

June 2014 System Integration & Control Systems Design

While it might be human nature to feel that the professional challenges each of us face every day are unique, when it comes to automation and asset lifecycle management, many common challenges span across both different companies and even widely different industries.

While business and production objectives may vary greatly from company to company and from industrial sector to industrial sector; nearly everyone needs to move projects from plan to startup as quickly as possible, using as few resources (and as little capital) as possible, and without missteps that require rework or cause delays. And all industrial companies must manage their production assets and associated automation assets effectively over the entire asset lifecycle.

One session at the recent ARC Advisory Group Industry Forum in Orlando, Florida, focused on the automation side of this equation. Here, senior automation specialists from the oil & gas and other industries shared their challenges (along with some recommended solutions for automation suppliers and users), with the session participants. While the production processes were very different, the automation-related challenges were amazingly similar.

New approaches needed

Automation technology suppliers have come a long way over the last several decades. But technology alone is not sufficient to address the multiple challenges that today’s industrial organisations face. These challenges span both the project design/construction/commissioning phase for a new industrial facility; and the much longer operations and maintenance phase, in which ongoing improvements over the lifecycle of the facilities can play such a critical part in the business’ success. In many upstream oil & gas and other industrial facilities, this lifecycle can span decades and, while it may just represent a small fraction of the overall project cost, automation plays a key role in operations and maintenance.

During the capital project phase of an oil or gas production platform (whether fixed, floating, subsea, or whatever), the challenge for the automation team is often simply to keep their needs off the critical path; without compromising the end results at startup and commissioning.

During the much longer (5, 10, 15, 20-years or more) operations and maintenance phase of the industrial asset’s lifecycle, the automation team must be able to modify, update, and improve the automation assets on almost a continuous basis; and do so at minimum cost, with minimum production interruptions, and often, with shrinking internal resources.

As we learned during the well-attended, ‘Automation Challenge’ session at the Forum, this requires technology users and suppliers alike to apply whole new approaches.

It (automation) just happens

In his Forum presentation, Sandy Vassar, facilities I&E manager, ExxonMobil Development Company used the phrase “it just happens” to indicate his team’s goal for the automation portion in each of the more than 100 oil and gas projects now in various stages of planning and execution at the company.

This is meant to convey the fact that it is too costly and too difficult to manage complex automation projects using the same approaches as in the past. Vassar called upon both his own resources and those of his technology suppliers to, “step way back and look at whole new ways of doing things.” According to Vassar, “By default, projects are sequential in nature … and things are never ready at factory acceptance testing.” He believes the industry needs “lean project execution,” that separates the physical system from the software. Toward this end, the technology suppliers have to think differently and deliver technology in a way that allows the team to eliminate, simplify, and/or automate steps in the overall execution of automation.

He listed the top twelve challenges:

* Eliminate, simplify, and or automate steps in the overall execution of automation.

* Minimise customer engineering and reduce the total amount of engineering.

* Shift the custom engineering to the software and rely on standard hardware components; progress hardware fabrication independent of software design.

* Virtualise the hardware and prove the software design against the virtualised system.

* Prevent design recycle and hardware/software rework.

* Eliminate unnecessary automation components and standardise the remaining components so all systems look alike across projects.

* Eliminate or minimise the physical, data, and schedule dependencies with other disciplines.

* Simplify the configuration of interfaces with third-party packages.

* More easily accommodate changes, including late changes.

* Mitigate the effects of hardware and software version changes.

* Eliminate, simplify, and/or automate generation of required documentation.

* Challenge traditional approaches.

As an example, Vassar highlighted how thinking about I/O differently led to smart configurable I/O. This new technology allows the project team to continue the design and engineering well past the traditional point where decisions get cast in concrete. He also discussed using virtualisation to reduce dependence on design and remove functional design deficiencies. “By virtualising hardware, we’re also less susceptible to technology churn.”

He threw out a challenge to the technology suppliers in the audience to partner with technology users to come up with new and innovative solutions to the technology challenge. As he neared the conclusion of his presentation Vassar stated, “We want our (automation) guys to become the unknown engineers, because … it just happens.”

For more information contact Paul Miller, ARC Advisory Group, +1 781 471 1126, pmiller@arcweb.com, www.arcweb.com




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