Presentación de PowerPoint · Relations • BOM • Static drawing • Isolated information, lack of integration •Integral Asset lifecycle Management •Unique Database •Automatic

SPiGAINTEGRATED DIGITAL SYSTEM

FOR PROCESS SAFETY AND ASSET MANAGEMENT IN ECOPETROL

S.A.

Guillermo Eduardo Pinto AmayaECOPETROL S.A.

SPiGA INTEGRATED DIGITAL SYSTEM FOR PROCESS SAFETY AND ASSET MANAGEMENT IN ECOPETROL

AgendaTopic Mins

Welcome, Greetings & Introduction 1

Background & Main needs and challenges in a separate Asset Management and Process Safety approach

2

Philosophy of SPIGA´s approach 3

The need of integration. Information, Amount of data, Digital Transformation. The 4th Industrial Revolution

3

SPiGA Evolution. Technological evolution 2

SPiGA’s IT architecture. ‘The Train’ 2

Closer view of some process’ implementations 3

SPiGA Short, Medium and Long term 2

Conclusions 2

PROCESS SAFETY MANAGEMENT

ASSET MANAGEMENT

MAINTENANCE HSE

Background & Main needs and challenges in aseparate Asset Management and Process Safetyapproach

• Integrate the information. Subprocesses of AM and PS need sharinginformation. Examples:

• MoC requires information from engineering, PSI or maintenance

• Engineering requires and generates risk information

• "As-Built" information is necessary for TA, MoC or for theelaboration of operational procedures

• Risk Management is based, among others, on the findings of theoperation (rounds) or maintenance (inspections)

• Inspections and improved maintenance can produce a MoC or anew project;

• Risk analysis (HAZOP, HAZID, LOPA, etc.) can derive in a MoC andat the same time require "As-Built" information for their properdevelopment,… and more



ASSET MANAGEMENT

MAINTENANCE HSE


• Decision-making based on risk. Absence, outdated, lack ofcompletion or lack of integration of the information make decisionsdifficult or can lead to erroneous decisions, generally causing costoverruns or incidents.

• Operational Analysis to improve decision making. Difficulty toperform operational analyses. The information from the differentsources is not integrated, updated or real-timed

• PSM and AM Management (Planning, Organize, Leading, Controlling).Redundant indicators (KPIs), more manpower for consolidation, moremeetings for managing two processes and then integrate them,redundant plans to manage risk, duplication of or inadequatepurchases; are some of the examples of the cost overruns



ASSET MANAGEMENT

MAINTENANCE HSE• Unification of Risk assessment. Ununified risk assessment andconsequently, of the actions to control it. Development of non priorityactivities or lack of action for activities that really need urgent action

• Updated information. Potential incidents due to outdated informationused in MoC or Projects

• Optimize processes and costs. Cost overruns, mainly due to:

• The need to consolidate / integrate information from both processes–PS and AM-, inaccessible by inter-related subprocesses which isrequired for their optimal operation

• The need to review/correct the information needed to developProjects or MoCs

• The need to operate, update/maintain multiple informationplatforms




ASSET MANAGEMENT

MI

RISK INTEGRATED AND DYNAMIC MANAGEMENTAudits, MoC, Operator Rounds,Inspections, Employes changes,Financial, BEC

ENGINEERING AND DESIGN

Projects, MoC & T/A

MoC

PSI

MAINTENANCET/A,Inspections,Planning, Programming

OPERATIONSOperating procedures,Operator Inspections

PSSR

Philosophy of SPIGA´s approach


MOC

ENGIENEERING, DESIGN AND REVERSE

ENGINEERING

ProJects, MoC and T/A

T/A

PSI AND TECHNICAL

INFORMATION

OPERATIONS(OPERATIONALANALYSIS, PTW)

TRAINING

(Virtual reality and Augmented reality)

MAINTENANCE (INSPECTIONS) AND CMMS AND RTDB

LINKS

The need of integration. Information

INTEGRATED AND

DYNAMICAL MANAGEMENT

OF RISK


https://www.forbes.com/sites/nvidia/2018/06/21/how-ai-is-providing-digital-twins-for-predictive-maintenance-in-oil-and-gas/#68d62eca4780

Amount of data



Time1800 1900 2000

First IndustrialRevolution

SecondIndustrialRevolution

Third IndustrialRevolution

ForthIndustrialRevolution

Degree of Complexity

Mechanization Electrification Automation Digitalization

Digital Transformation. The 4th Industrial Revolution

Figure based on Marcellus drilling news. June 20, 2017.

The digital flood


MoCDocumental

2019-2020

2018-2019

SPiGA Evolution

SPiGA INTEGRATED DIGITAL SYSTEM FOR PROCESS SAFETY AND ASSET

MANAGEMENT IN ECOPETROL

MoC, the search for its digital solution. SITREC, MoC, PSI, T/A workflow

2004-2005. Initiate the new formal MoC process2010. First digital implementation for MoC2013. Diagnosis of MoC Solution2013-2016. Attemps to change digital solution for MoC2015. Cartagena’s refinery SITREC as document management. Implementation of MoC in SP. 2017. Refinements of MoC in Cartagena, PSI, T/A workflow

2005-2017

SPiGA, GDR, Barrancabermeja refinery, Engineering support by Contractors, Integration, PTW

2018. Dynamic and Integrated Risk Management 2018. It was born SPIGA concept and it is extended to Barrancabermeja refinery2018. Engineering and Reverse Engineering for Projects supported by contractors2018. SPIGA’s approve to VDP and VIP2019. Integration with CMMS and RTDB2019. Permit to Work Barrancabermeja refinery

PSIT/A workflow

GDR

EngineeringReverse Engineering

Permit to work

2020-20…

MOC

ENGIENEERING, DESIGN AND REVERSE

ENGINEERING

ProJects, MoC and T/A

T/A

PSI AND TECHNICAL

INFORMATION

OPERATIONS(OPERATIONALANALYSIS, PTW)

TRAINING

(Virtual reality and Augmented reality)

MAINTENANCE (INSPECTIONS) AND CMMS AND RTDB

LINKS

Concept

INTEGRATED AND

DYNAMICAL MANAGEMENT

OF RISK


CADCAD+Base de Datos

DataCentric

Ad

de

d V

alu

e

• Database

• Object Relations

• BOM

• Static drawing

• Isolated information, lack of integration

• Integral Asset lifecycle Management

• Unique Database

• Automatic Design deliverables

• Consistency check

• Owner Operator oriented

• Integration (SAP, PI, Meridium)

Time


Technology evolution

ASSET MANAGEMENT LIFECYCLE


DisposeOperation and Maintenance

Construction, Commissioning

and Start-UpProcurement

Basic and Detailed

EngineeringConceptual Phase

Foundation & Portal

Mó

du

los

MA

TER

IALS

REF

EREN

CE

DAT

A

P&

ID

INST

RU

MEN

TATI

ON

ELEC

TRIC

AL

SMA

RT

3D

INTE

RO

P P

UB

LISH

ER

REV

IEW

PR

OC

ESS

ENG

INEE

RIN

G

MoCIntegration / Consistency

PSI & TecnicalInformation

Contractors / Providers Clients Other Stakeholders

Risk Integrated and Dynamical

ManagementInteroperability

Fusion

CO

NST

RU

CTI

ON

CO

MP

LETI

ON

S

OW

NER

OP

ERA

TOR

MO

BIL

E

3D

PA

CT

T/A Training


SPiGA’s IT architecture. ‘The Train’

R A C IMOC. FLUJO GENERAL(1) DEL PROCESO

Convención de colores:

Facilitador

Dueño de Activo /

Nivel Superior

Dueño de Activo

Requiere Construcción?

Líder de

Ingeniería

Líder de

Construcción/

Ejecución.

Áreas:Paradas

de Planta,

Ingeniería o

Mantenimiento

Líder Alistamiento

Mecánico

NO

Autoridad

Técnica

SI

Autoridad

Técnica

Autoridad

Técnica

Autoridad Técnica

Facilitador Dueño de Activo

Dueño de Activo

Dueño de Activo

Dueño de Activo

Guardián

Información

Tecnología de

Proceso

Equipo

Integrado2

Líder Análisis

Técnico y

Desarrolladores

Análisis Técnico

Autoridad Técnica

Lider Análisis

Técnico y

Desarrolladores

Análisis Técnico

Dueño de Activo

Realizar Análisis de Factibilidad e

Inscribir la iniciativa en

Habilitador Tecnológico

Aprobar la iniciativa y Asignar

Autoridad Técnica

Asignar Líder de Análisis Técnico

Desarrollar Análisis Técnico y

Análisis de Riesgos

Asignar Líder de Ingeniería

Desarrollar Ingeniería y cargarla

en Habilitador Tecnológico

Aprobar el cambio

Implementar el Cambio

Generar información 'As-Built'

Alistamiento Mecánico

Verificar la actualización de la

información afectada por el

cambio en los habilitadores

tecnológicos correspondientes

Cerrar el Cambio

Área Técnica Área Operativa

Divulgar el cambio Facilitador Dueño de Activo

RSPA o

metodología

similar

Registro de

divulgación

Comité corporativo MoC

rev a 2018-11-02

NOTAS: 1) Para detalles, ver directamente en habilitador tecnológico definido en el área/negocio

2) Equipo humano que apoya técnicamente el área o unidad

Facilitador

Facilitador

Dueño de Activo

Facilitador

Líder de

Ingeniería

Ings.

desarrolladores

de Ingeniería

Facilitador

Facilitador

Facilitador

Facilitador

Facilitador

Facilitador

Facilitador

Dueño de Activo /

Nivel Superior

Dueño de Activo

Líder de

Análisis Técnico

Equipo

Integrado2

Autoridad Técnica

Equipo

Integrado2

Líder de

Entrenamiento del

área

Líder de

Construcción/

Ejecución.

Áreas:Paradas

de Planta,

Ingeniería o

Mantenimiento

Guardián

Información

Tecnología de

Proceso


MoC

Engineering,

Maintenance,

Operations,

Risk Management

Team,

EPC Contractors

BOW-TIEs(xls)

(xls)

(xls)


GDR. Implementation

Industry4.0


GDR. Bow-tiesThreat Preventive Barriers Limit event Mitigation Barriers

• Operators, Engineers, Technicians identify process events, conditions, threats, barriers vulnerabilities which can cause the lack of contention of dangerous products

• Impact ranking, risk analysis and actions to reduce risk (using known methodologies) and decision making


GDR. Workflow

• Escalation an validation of risk assessment and actions

• Systematic revision of risk, mitigation plans and their responsible people, schedules.

• High level review and decision making

MoCDocumental

Corporative PTW, Engineering ‘in house’, VR Training, Full Integration, Mobility, Digital twin2019. SPiGA full B/meja refinery2010-SPiGA in VDP2019. Permit to work for the whole corporation2019. Engineering and reverse engineering ‘in house’2020. Training using VR and/or Augmented Reality2020. Full integration of MoC, PSI, T/A, GDR, Engineering, Permit to work, Training2020. First Digital Twin

2019-2020

2018-2019

SPiGA Short, Medium and Long term

SPiGA INTEGRATED DIGITAL SYSTEM FOR PROCESS SAFETY AND ASSET

MANAGEMENT IN ECOPETROL

MoC, the search for its digital solution. SITREC, MoC, PSI, T/A workflow 2005. Initiate MoC Process2010. First digital implementation for MoC2013. Diagnosis of MoC Solution2013-2016. Attempts to change digital solution for MoC2015. Cartagena’s refinery implements MoC in SP. SITREC2017. Refinements of MoC in Cartagena, PSI, T/A workflow

2005-2017

SPiGA, GDR, Barrancabermeja refinery, Engineering support by Contractors, Integration, PTW2018. Dynamic and Integrated Risk Management 2018. It was born SPIGA concept and it is extended to Barrancabermeja refinery2018. Engineering and Reverse Engineering for Projects supported by contractors2018. SPIGA’s approval to VDP and VIP2019. Integration with CMMS and RTDB2019. Permit to Work Barrancabermeja refinery

PSIT/A workflow GDR

EngineeringReverse Engineering

Permit to workEngineering. ‘In house’

VR Training

2020-20…

Real time Risk based decision making

*Early alerts from risk scenarios based in real time indicators and analytics*Decision making based on different risk perspectives HSE, Operational, Projects, Maintenance, Procurement* Massive use of digital twins* SPiGA in ECOPETROL group

Digital twins


✓ Communion (Integration) between PS and AM is the key to: a) avoid cost

overruns, b) An adequate Management for PS and AM

✓ Assure the communications in the project with all the actors, barriers never

are technical

✓ Be constant, the integration between processes and the IT construction is

evolutionary to a point. Then it will be a quantum leap

Conclusions


Presentación de PowerPoint · Relations • BOM • Static drawing • Isolated information, lack of integration •Integral Asset lifecycle Management •Unique Database •Automatic

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