TRUApp Energy

Pt 4 -? The Disconnect Within The Connected Worker (CW) in Oil, Gas & Energy “At a large producer, with 100s of field personnel and multiple facilities, the formal systems used, along with ad-hoc solutions/workarounds created by field personnel to fill in the gaps of enterprise platforms ... Can number in the 100s or even 1000s across all the departments in field operations…The disconnect runs deep and wide.” Organizationally, these technologies and workarounds exist on the periphery, often unnoticed by Corp IT, siloed, and obstructed from interdepartmental views. These individualized tools also lack automated quality control, thus representing a “single point of failure” across the key workflows they were designed to support. As a result, they are unmanageable at the organizational level without a large amount of integration. In consideration of their singular dept/positional intent, these tools also lack scalability & require constant manual & redundant data entry to stay “up to date” by the crafthands who use them. ? Overall, this daily approach is fraught with operational risks, and the potential for widespread human error from large amounts of data entry, copy/pasting. ? Knowing the volume of these ‘shadow tools’ employed, the # of users, and varied locations in which they reside; the odds of critical execution level details being missed/lost are also high. ? As are the cumulative, inflated labor costs associated with hours of low value, generic data input efforts, versus time carried out in the field executing work requiring their specialized skill. In such a technologically sophisticated industry, this scenario begs the question, “why is this happening?” Part of the answer is ‘because that’s how it’s always been done.” Makes sense considering the intense, departmental specialization required to carry out work safely and properly in OG&E. However, in lockstep with all of these specialized dept. efforts, there’s also work to be done “before the work, during the work, and after the work." ?? These 3 stages WITHIN the work delivery lifecycle demand complex, field-wide coordination to comply w/ industrial Safety, R&C standards. 1. The work BEFORE: Categorization, prioritization, approvals 2. The work DURING:?Tracking, documenting & managing the work carried out in the field along the way + ensuring its been verified/analyzed/confirmed for quality prior to completion? 3. The work AFTER: Formally closing out confirmed work, plus managing any post closure actions, confirmations and notes once adjustments are made. Determining associated costs of labor & materials attributed to the execution lifecycle for ERP input. Each of these phases unfold within the work and systems of each field dept. *Disconnect: This siloed work supports a single asset. Yet, to see ALL the work unfolding across these field silos, data assembly is required - and it lags. R/T, data driven decision making synonymous with The CW is out of reach. #oilgas

Pt 3 - The Disconnect Within The Connected Worker (CW) in Oil, Gas & Energy “One place that captures + contains, in real time, all tasks + associated work delivery lifecycle details being executed upon (+ upcoming), across all dept's in the field, across the org.” As a digital leader, without this real time capability and integrated visibility within each stage of the work delivery lifecycle, your field colleagues are working with large amounts of unstructured data. Which presents an incomplete picture of the field level coordination taking place. Without this project/work order/task level interactive context, consider how hard it is for field mgmt to quickly identify what should be done today? Now, layer on top of this the fact that they also need to account for and process all the details associated with the work in progress and what’s upcoming. Then, consider what happens if we look beyond the efforts within the maintenance dept - Knowing that the execution of work related to maintenance will inevitably “touch” many other departments in some capacity. Ex: Training, Camp Management, Purchasing, HSE, Cost Controls, Enterprise Planning etc. Things can feel chaotic amidst all of this complex, yet required coordination.? That said, three things are clear related to the dynamics driving the execution of work - ? Every department, and every person, works with data that is interconnected in some capacity.? ? When this data is siloed to unique tools, personnel are forced to work with outdated and/or inaccurate data.? ? Significant efforts are then invested in retrieving, then assembling outdated and/or inaccurate data with the intent to carry out swift, actionable, and fully informed decision making. Sure, decisions are made by CWs executing work in the field in this manner every day... Which makes it clear that decision making quality would be greatly enhanced utilizing - ? Real time, interconnected and fully structured data.? ? Data that is freely available in one commonly used place for access by all positionally assigned professionals across the field who need it in some capacity in their role.? ? Data that’s entered once, and automatically organized in a chronological and contextually rich manner for evaluation and discussion … Without the need for further, manual interventions. Eliminating this need for manual interventions is a critical point. Because the extent of the interventions, and the redundancies they generate, is dependent upon how many systems this information is being pulled from, or are being “stitched together.” ? At a large producer, with 100s of field personnel and multiple facilities, the formal systems used, along with ad-hoc solutions created by field personnel to fill in the gaps of enterprise platforms ... Can number in the 100s or even 1000s across all the departments in field operations. The disconnect runs deep and wide. #oilgas #oilandgas #oilandgasindustry #connectedworker #oilfield

Pt 2 - The Disconnect Within The Connected Worker (CW) in Oil, Gas & Energy “... realizations about the extent of the non-productive time and sunk costs compounding, and the governance & safety risks mounting across the org each day.” As a digital leader, these field ops realizations seem inevitable when you consider that each task assigned for execution follows its OWN work delivery lifecycle. And the next steps taken within this lifecycle require *field-level* coordination in order to be: ? Categorized, prioritized, & approved (field mgmt) ? Documented (field specialist/crafthand)? ? Verified/analyzed/confirmed for quality (field mgmt) ? Closed out (field mgmt) - once the associated costs for labor and materials attributed to the execution lifecycle are captured and assembled for delivery to the ERP. These inputs and outputs at the point of performance are already unfolding across the dozens of departments in the field daily.? But ... If you ask digital leaders at top OG&E operators who've equipped field personnel with advanced CW technologies to help ensure work is carried out most efficiently and safely - ? “WHAT systems are being used to coordinate the 'last mile' of work execution, and HOW are they being used?” It's difficult to answer. Because the last mile lacks CONNECTION. Which prompts discussion around - ? How this lack of connection (+ automation) impacts the organizational north star of operational efficiency underlying their strategic CW implementations. ? The touchpoints and complex coordination that unfolds as work is executed - and what systems are actually being used by the FIELD to facilitate it. ? Who controls these systems (producer and/or contracting partners). ? The impact of this inefficiency on the elevated operational controls secured through the use of CW solutions. Which frames the untapped (EPS level) opportunity for operators in: ? Systematizing + standardizing "the last mile" of field operations workflows. The known components that unfold within the execution phase of work ... Work that was IDENTIFIED by leveraging the mobile, apps, wearable tech, AR, IoT, digital, analytics, sensors, digital twins, etc solutions that make up The Connected Worker in OG&E. Extending workflow optimization throughout the execution phase marks the next step in operational efficiency b/c - ? Every department in OG&E field operations specializes and carries out their designated role in support of production. (Siloed by design) ? Every connected worker, within each of these dept's, understands and fulfills their designated role on their team. (Siloed by design) ? But there lacks a consolidated, organization-wide, view of the complete picture. (Integrated by design) One place that captures + contains, in R/T, all tasks + associated work delivery lifecycle details being executed upon (+ upcoming), across all dept's in the field, across the org. #oilgas #oilandgas #oilandgasindustry #connectedworker #oilfield

Pt 1 - The Disconnect Within The Connected Worker (CW) in Oil, Gas & Energy If you’re a digital leader in OG&E, you’re experienced in reducing operational costs by employing CW technologies that support production. ? Whether it be through connected devices and sensors and their uncanny ability to optimize drilling parameters so that speeds go up, and costs per well go down. ? Or the deep leverage that comes from cutting edge analytics and connected tech used to reduce NPT so that on-site personnel are able to communicate with off-site in r/t. The production advantages of The Connected Worker are undeniable. As are the enterprise cost savings that extend well beyond the billions invested across the industry to equip frontlines with CW technologies and devices to optimize efficiency. But a disconnection exists within the CW experience in OG&E. One that presents an opportunity for energy producers to optimize their massive investments by deepening and extending their impact. ? The disconnect resides at the point where work is executed in the field. (aka - the point of performance). You can think of the execution of work lifecycle as “the last mile” of The Connected Worker workflow in OG&E. ? Regardless of the energy type produced, or whether a field is onshore or offshore, at some point after work is identified, a craftsperson receives instructions to head to the field and turn the proverbial wrench. ? It is well established that the origin of these work instructions varies - From AI powered platforms fueled by sensors, EAMs, point solutions, and countless other sources. ? It is also well established that the work identified is distributed digitally to devices, via departmental point solutions, or even paper printouts, email, in morning meetings, etc. ? What is not well established, or understood organizationally, is what happens NEXT? (After the work identified is handed off) ? How is work carried out? ? What systems capture these efforts in consideration of the data/info needs of the teams, contractors and positional experts in the field? This lack of clarity re: the execution phase runs deep. Its inherent lack of transparency and uniformity complicates a producer's ability to gain a true understanding of all the costs + safety tasks unfolding across field ops. Therein resides the opportunity at hand. ? Regardless of the work identified, or system origin, the work delivery lifecycle associated with the last mile of the CW's execution phase contains a need for FIELD LEVEL: Categorization, prioritization, approval, documentation, verification, analysis & closure of the identified tasks to be executed. Analyzing these execution workflows yields siloed disconnects & widespread inefficiencies. Plus realizations about the extent of the non-productive time and sunk costs compounding, and the governance & safety risks mounting across the org each day. #oilgas #oilandgas #oilandgasindustry #connectedworker #oilfield