(continued from issue 101(2003)20, pp. 42-48) The major difference between LEM (lean energy management) and what the offshore E&C (engineering and construction) industry uses today is that the tools and processes for each task are not currently integrated to implement a systemwide, 3D solid model. In today's xml and web-services world of COTS software, tools can be integrated to produce the required seamless digital environment. The value of that transformation should become evident as the checklist described in the article is worked through. The costs of designing, building, fabricating, installing, and operating for 20 years or more the ultradeepwater 'plants' that produce the hard-to-get gas and oil reserves of the world's ultradeepwater basins must be cut substantially (in half) if we as an industry are to benefit from the harvesting of these supplies -a truly grand challenge (see also the first two parts of this series). Even then, the cycle time required to bring new ultradeepwater discoveries to market must be cut in half to make development cost-effective. Not only new offshore hardware, but more importantly, lean software and process re-engineering are required. Once installed, the LEM system must then be kept open to best-in-breed improvement solutions. Most importantly, people must re-invent their workplaces. All stakeholders must work together before the required cost and cycle time savings from lean energy management can make the ultradeepwater a return-on-investment worth pursuing.
How to realize LEM benefits in ultradeepwater oil and gas. Lean energy management - 3
Die Realisierung von LEM (lean energy management) bei Erdöl- und Erdgasbohrungen in ultratiefen Gewässern. Teil 3
Oil and Gas Journal ; 101 , 25 ; 36-43
2003
8 Seiten, 5 Bilder, 2 Tabellen, 10 Quellen
Aufsatz (Zeitschrift)
Englisch
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