Report on Operational Analysis at GASCO


Introduction

Operations Management is a critical part of the organization which covers the aspect of processes and operations which are carried out on a regular basis in the organization. There is a larger emphasis on operations management in companies which manufacture products or extract fuels as those industries have a wide array of processes. The focus of the current analysis is a company called Abu Dhabi Gas Industries Ltd. (GASCO). GASCO is a company that extracts natural gas liquids from associated as well as non-associated gas. (Zawya, 2014)
The focus of GASCO is more in exploration and production and is also involved in transportation and storage of natural gas. GASCO was established in the year 1978 as an amalgamation of companies in UAE. The joint venture which formed GASCO was created between Shell, Partex, Abu Dhabi National Oil Company and Total. GASCO contains four gas processing plants, a collective pipeline network and a fractionation plant for producing their line of products. GASCO produces 317,000 barrels of processed gas every day. Its four plants are located in Habashan, Buhasa, Ruwais and Asab. (GASCO, 2014)
The line of products by GASCO include ethane, butane, propane, network gas, paraffinic naphtha, condensate and processed sulphur. GASCO aims to become a respected leader in their management systems and primed for future challenges of increased demands. Their core values are reliability, integrity and performance. Considering the over-increasing demand for natural gas, their growth is bound to reach 25% by 2017. Their long term goals are to possess an integrated management system to enhance their resilience. GASCO wants to create a strong and cohesive corporate culture to strengthen their identity in a constantly evolving environment. Creating simplified processes to achieve a high level of integrity is also one of their key goals. Their primary mission is to invest in the cultivation of their human capital to unleash their potential. In an operational standpoint, they reside in the middle of the hydrocarbon value chain. Besides producing natural gas, they also play an intricate role in enabling oil production at various levels. (GASCO, 2014)
Analysis

The current focus analysis is a critical operations management by GASCO in order to calibrate their internal processes in order to achieve a higher level of performance. The priority of GASCO in achieving a higher level of performance was to maximize the production capacity in the most cost effective manner as possible. Other than that, to ensure a safe industrial environment was also essential. This was achieved with the help of a company called Intergraph Corporation which is a provider of engineering and geospatial software. (Intergraph, 2014) To achieve this, it was also essential to make sure that the process will not hamper the surrounding environment. The objective of the process was to build an additional plant keeping in mind that the system that was running in this plant was integrated, robust and centralized. The system that was going to be built and maintained was an engineering management system. The need arose to build this system was to meet the growing demand of natural gas. (Intergraph, 2013)
The additional aim in the construction of this project was that the execution had to be reflected precisely in the drawing as accuracy of the drawings was a factor. There was a set of aims determined which were a factor in the execution of the project. The system in the four plants was to be integrated and consolidated into a centralized system using the SmartPlant Foundation (SPF) software utilizing the engineering application database. The fact that the integrated engineering software was integrated will enough that is should be highly available. The standardization of the softwares so that it is easily available and used in a regular manner by everybody was also an important aspect to take into consideration. A separate but crucial aim was to create a new Major projects B13 automation plan.
There were certain challenges to be addressed in the process as the redefined of the whole process brought about changes at various different levels in the organization. The implementation was going to bring changes at an infrastructural as well as organizational level. There was inaccuracy observed in the current system and to ensure an accurate record in the future projects, an engineering numbering procedure was introduced. (Intergraph, 2013) Due to the earlier presence of unorganized work, the scope of work of the contractors involved in the projects was to be defined properly. A life-cycle information was also to be recorded along with the definition of the scope.
It was necessary that the delivery of the new system was done in an organized manner. This required that the Engineering, procurement and construction (EPC) contractor who would execute the system should be properly identified as he/she would be approached regarding any problems. This step was also necessary to establish a leader and maintain coordination. There were a lot of deliverables and documentation involved in the upcoming process and there was also an inclusion of reviews in the process. This made it absolutely necessary that an EPC contractor was well defined keeping in mind his roles in the process.
In order to make sure that each and every department was informed regarding the changes that are made in the process like the appointment of an EPC contractor. To make sure this happens, training sessions were set up and awareness was created. The training sessions were also important for the designers and the end-users. The major projects automation plan in the process was executed by making sure that standards of data and documents were established along with the appropriate data regarding workflows and procedure. A chart will have to be formed regarding the new workflow process and the actors which will be included and the assignment of new roles.
When a process workflow is changed, the process of a handover is executed in which the new roles are assigned to people. As the new process system is assigned, there also has to a thorough assessment of the plant before the new process is implemented. A security audit also has to be performed before the new roles are handed over. All of these processes will have to be recorded systematically which will require a proper data validation in the recording of the data. Along with the proper record of the data, there also has to be robust backup of the data in the new system which is ensured. (Intergraph, 2013)
This system is implemented well with the intention of ensuring a better control over the engineering processes, the plant modifications as well as the workflow in the newly defined system. The unification of the systems in the four plants will guarantee that the process will be cost-effective in the future. The newly defined data recording system will guarantee the accuracy and safety of the data. The data which is consolidated will provide a singular central source of data which is reliable and highly available.
Recommendation

The current process flow is formulated keeping in mind the increasing demands of the future and the problems being faced in the past. There are still some factors which the process can be improved and calibrated. There should be a trial run in the software of an instance where there is an additional plant. This will ensure peak performance in case of an additional plant which can come with additional demand for Natural Gas. The software should have a feature of enabling 3D models for accurate real-time modifications and a proper assessment. This would make the process easier and faster.
The process can be further calibrated by including senior management into the training program. This will get them accustomed with the process and will be able to know how much time the process takes to complete. The workflow should be displayed properly through a chart and should be either digitally available or the copies should be with people involved in managing the process. There should be a risk assessment regarding the project so that if hurdles are created then the work can be resumed in minimum time. This will remove the possibility of wastage. The integration of SPF module should be done with the collaboration of operations manager so that if changes are required in the workflow or plant modifications arise, the changes can be executed as fast as possible.
Conclusion

GASCO is a company involved in extraction of fuel and is key instrument in the hydrocarbon chain by enabling the further processing other types of fuels. GASCO also enables other industries through its products like ethane, butane and propane. The project depicts not a problem but a critical step for expansion and calibration. The goal of the process is to act as a catalyst in the processes of the company and assure rapid operations throughout GASCO. (GASCO, 2014)The complete integration of the data and softwares of all the three plants is to be done using SPF which is done by a company called Intergraph Corporation. The goals are to achieve complete consolidation of the engineering data and reformulation of the workflow.
The new workflow will contain new roles for the employees and managers throughout the organization which will be done through the handover process. There are some possibilities in which the integration process can be done through which the processes in the future can be done smoothly like proper depiction of the workflow, utilizing 3D models for the new site and performing a risk assessment to ensure a hurdle free procedure in the operations of GASCO in the future.
Bibliography
GASCO. (2014). About GASCO. Retrieved from www.gasco.ae: http://www.gasco.ae/en/Aboutus/Pages/OURIdentity.aspx
GASCO. (2014). Operation – at the heart of the UAE hydrocarbon chain. Retrieved from www.gasco.ae: http://www.gasco.ae/en/Business/Pages/Operation.aspx
Intergraph. (2013). GASCO ACHIEVES PLANT INFORMATION INTEGRITY WITH INTERGRAPH SMARTPLANT ENTERPRISE. New York: Intergraph Corporation.
Intergraph. (2014). About Us. Retrieved from www.intergraph.com: http://www.intergraph.com/about_us/default.aspx
Zawya. (2014). GASCO Company Profile. Retrieved from www.oilcareers.com: http://www.oilcareers.com/content/coprofile/GASCO.asp

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Posted on

March 7, 2018

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