油田综合作业中心:协作环境,实现日常作业支持,最大限度地提高石油产量

Aidar Svyatov, Baurzhan Kassenov, Arman Shantayev, Ruslan Zhulkashev, Askar Yessengeldin, Berik Janabekov
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引用次数: 0

摘要

tengizchevil (TCO)是哈萨克斯坦最大的运营商,开发了两个世界上最深的超大型油田——Tengiz和Korolev。集成操作中心(IOC)的概念在过去几年中在TCO中得到了发展和实现。在工厂和现场作业中都建立了TCO IOC方法,以执行短期和长期活动的严格计划,改善作业团队(现场作业,工厂作业,油藏管理小组,过程工程团队,项目团队等)之间的沟通,并提高现场和工厂层面的生产效率。IOC的两个关键目标是利用综合资产管理方法来确保现场的产能,以维持工厂全年的生产需求,以及利用计划/计划外的设施停机时间来执行现场设施维护和项目范围、油藏监测工作等。IOC协作环境允许TCO通过在多学科小组之间建立明确的沟通桥梁,并实施“冲突解决”过程,使所有相关小组能够执行综合规划,从而提高现场和工厂的生产效率。整个IOC过程增加了超过1.5万桶的日产量。集成资产管理方法成功的关键因素之一是在IOC中嵌入生产工程师,以确保现场工作范围的决策和调度是基于短期和长期的生产交付能力。本文概述了如何将实时系统用于生产计划优化、资源分配和综合计划制定。本文讨论了如何在作业中心使用集成资产管理方法来解决现场作业中与生产计划相关的一些挑战。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Field Integrated Operating Center: A Collaborative Environment Enabling Daily Operational Support and Maximizing Oil Production
Tengizchevroil (TCO) is the largest operator in Kazakhstan developing two of the world’s deepest supergiant oilfields - Tengiz and Korolev. The concept of an Integrated Operations Center (IOC) has been developed and implemented over the last few years in TCO. The TCO IOC approach has been established in both Plants and Field Operations to perform rigorous planning of short and long-term activities, improve communication between operational teams (Field Operations, Plant Operations, Reservoir Management Group, Process Engineering Team, Projects Team, etc.) and increase production efficiency at the Field and Plant level. Two key objectives of the IOC are to utilize an Integrated Asset Management approach to ensure field deliverability is available to maintain plant production demands throughout the year, as well as to utilize planned/unplanned facility downtime to execute field facility maintenance and project scope, reservoir surveillance jobs, etc. The IOC collaborative environment allowed TCO to improve production efficiency in the field and at the Plant by establishing a clear communication bridge between multi-discipline groups, and implementing a "conflict resolution" process, which enabled all relevant groups to perform integrated planning. The overall IOC process has added more than 15,000 bbls of daily production. One of the key components to the success of the Integrated Asset Management approach was to embed a production engineer in the IOC to ensure field work scope decisions and scheduling are based on short and long-term production deliverability. This paper outlines how a real-time system can be used for production planning optimization, resource allocation and integrated plan development. The paper includes a discussion of how the Integrated Asset Management approach can be utilized in an operation center to address some of the challenges associated with production planning in field operations.
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