Expert Blog on Upstream and Downstream Oil &Gas Industry
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Downstream (16)

The most prevalent method for logging shift information in control rooms remains the venerable physical logbook. Some logbooks are mere notebooks. The better ones have a pre-printed structure, which help the operator know which data it is necessary to record when an event happens. The disadvantages of paper are well known but the principal disadvantage is the difficulty in searching through the history.

iOG focuses on providing independent consulting and implementation toits petroleum refinery and petrochemical clients across the world. iOGcan help its Clients develop a State-of-the-Art Center of Excellence (COE)at their sites toaddress the increase in industry-wide demand for services such asFront-End-Engineering-Design, Model building, deploymenttraining and support needed to operate Integrated Refinery Information Systems (IRIS), Manufacturing Operations Management Systems (MOM).

Process simulation – Modelling the process with integrated simulators brings broad benefits with respect to yield, quality, energy use, operational costs and process flexibility. The tools help performance tracking of quality critical plant equipment, perform ‘what-if’ scenarios, as well as analysis to quickly troubleshoot and resolve issues fast and identify process improvement potential to increase quality via operational changes. In addition, by considering total energy and utility systems, leading energy management software tools helps from design through operation and improves profit margins.

HOUSTON, TEXAS – MAY 2016 – iOG Solutions and Pimsoft, Inc. announce a strategic implementation partnership using Pimsoft’s Sigmafine® software application, an advanced Manufacturing Execution Software (MES) component, combined with iOG’s MES expertise to deliver best-of-breed solutions that can scale and ensure the accuracy, usability, and reliability of process data collected in the oil refining, petrochemical and LNG (liquid natural gas) industries.

Profit maximization has always been the primary concern of downstream oil companies. Integrating refinery and petrochemical plants offers immense number of opportunities for profit improvement through shared utilities and exchange of valuable streams. Petrochemical integration with refineries enables the capability to promptly respond to the changes in product slate owing to the growing product quality stringency and market dynamics. Petrochemical complexes are often seen to shield refining profits as in the year 1995-96 wherein the low refinery margins were offset by the stronger aromatic returns due to high para-xylene prices.

Sparing the last two years wherein the unanticipated fall in crude oil price has been by-and-large governed by geo-political reasons, the price of conventional and light crude oils has always been steadily increasing owing to the fast depleting oil reserves coupled with steeply escalating demand.This has caused the refiners to constantly look out for ways and means to include and maximize low cost heavy and extra-heavy opportunity crudes in their acceptable crude basket in an attempt to reduce the dependency on conventional lighter crudes, increase profitability and as well secure their crude diet. This is clearly evident from the fact that refining giants such as Reliance (Jamnagar-India), Motive (Port Arthur) and Marathon Garyville (USA) have already augmented their heavy oil processing capacity in the recent past.

Owing to the paradigm shift in the downstream refining model from one that was supply-driven to one that is demand-driven, many complex models are being used across the supply chain to enhance the key strategic, operational and financial metrics. A lot of technological advancementhastaken place over the past few yearsto improvethe quality of production plans generated and to devise strategies which make refinery operations more flexible.

Challenges:
  • Organizations have more data than ever at their disposal. Deriving meaningful insights from that data and converting knowledge into action.
  • To shift from a heuristics based decision making culture to a culture that is much more objective and data driven and embraces the power of data and technology. Most of the times, this desired shift ends up being just an imagination and inertia.

  1. Having a clear definition of the scope of work in place well ahead in the project initiation phase itself
  2. Rigorous mapping of business processes to the needed functionality followed by cost-effective and technically competent vendor selection capable to deliver the desired functionality
  3. Ensure configuration of all ‘As Is’ and ‘To Be’ business processes into ERP Software to avoid gaps in the functionalities provided by ERP and the business processes
  4. Proper synchronization of various phases of the project to derive the anticipated benefits from on-line integrated business processes and optimization in Supply Chain Management
In recent times, the role of MES has transformed from a middle level execution system to a broader enterprise system and is now more popularly described as Manufacturing Operations Management (MOM) or Integrated Refinery Information System (IRIS). It involves a series of activities such as data collection, system interconnection and inventory control in a real-time environment. It works to sustain operational excellence through flow of consolidated information across standard business, sales, process and quality boundaries. Efficient integration of operations is essential for both Brownfield and Greenfield refineries to gain profit and competitive edge in today’s dynamic market conditions.
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