Pt 6 - Pulling on the Same Rope

To provide greater context to this "pulling on the same rope" analogy, let's establish the components of "the rope" in the illustration below.?

It’s made up of seven cords that represent critical domains that all industrial field operators need to manage when it comes to the execution of work in the field.?

1. Personnel?
2. Infrastructure?
3. Materials
4. Regulatory, Compliance and Reporting
5. Industrial Safety & Security?
6. Documentation
7. Integrations + Domain specific data (for Gen AI)

Each cord is then made up of individual strands.

If you unwound the “Personnel” cord, and separated its component strands, you would see operational areas like:

"Skillset; status (contractor or not); qualifications/training; clearances; travel and billeting (if applicable); approvals; time tracking; change out notes; reviews; rotations; contracts; contact lists; emergency information; location (field, local office, home office); and on and on."

A Complex and Costly Challenge

Collectively, these seven cords are made up of 100s of operational strands.?

In addition to the volume of operational strands, producers need to contend with the reality that all of their underlying data is being entered into, and resides in various disconnected systems.??

For example, let’s say Maintenance & Asset Integrity (M&AI) uses a CMMS to manage their specialized execution of work.?

• Is the training required for each person charged with maintenance built into the CMMS??
• How about the materials required for the maintenance task??
• What about scheduling of M&AI personnel? What happens if they are operating offshore, or in a man camp??
• Etc

Point being, whichever department you work in, or position you hold in the field, there are a lot of systems being used and a lot of disconnected data efforts supporting the execution of work.?

All of which heavily contributes to rising technology costs in the energy space.?

How do Producers Manage and Report Upon All of These Sources?

Answer: In a time-intensive manner, with a reliance upon ongoing data consolidation.?

• One of the troubles with this consolidation is that there’s no standardized structure or timing of the data being entered considering the department, position and task at hand.?
• Then there's the formatting hurdles to contend with because the required data could be in Excel, or an email, Slack, database, Teams, notes app, chat thread, paper, binders, filing cabinets, whiteboards, etc.

Regardless of how all of this gets organized and operationalized (manually, or via custom programs), resource intensive consolidation unfolds and the output remains the same - a series of reports.?

It’s chaotic, despite it being a predictable process.?

But the biggest problem? The output. This approach requires decisions to be made from dated, thus incomplete and (by default) not the most accurate data reports.

The fix??

Change the process.?

Enable everyone in the field to "pull from the same rope.”?

Keep the rope intact via integration, then automation.?

Stop disassembling, then reassembling disconnected cords and strands.?

The need for a change in process resides at the root of this largely unrecognized and costly problem that’s impacting shareholders and stakeholders alike.

Reduce rising technology costs by paring down the systems architecture that drives the execution of work.?