Archive

25 November 2020, Volume 39 Issue 5 Previous Issue    Next Issue

---

For Selected:

Download Citations EndNote Ris BibTeX

Toggle Thumbnails

Select

Substantial Connotation and Practice Path of Corporate Digitalized Transformation Li Jianfeng 2020, 39(5): 1-8.  DOI: 10.3969/j.issn.1002-302x.2020.05.001 Abstract ( )   PDF (2008KB) ( )   Corporate transformation and development is a natural phenomenon in the human history. Digitalized transformation is a new subject for the enterprise in the historical development. It is an inevitable trend. This paper focuses on the issues existing in understanding, practice and evaluation of the current digitalized transformation. Starting from clarification of the definition, it puts forth that digitalized transformation is the corporate development strategy that aims at value innovation and uses digital technology to fuel business transformation. The purpose is focused on value innovation while the driving force is digital technology. Digitalized transformation has four development stages -- empowerment, optimization, transformation and re-construction. Digitalized transformation should be implemented step by step in a gradual improvement process. It follows a five-step principle -- planning in advance, selection of a pilot unit, evaluation of the results at the pilot unit, duplication and enlargement of the scope, optimization of operation, and continual adjustment. In digitalized transformation, the domestic enterprises should pay special attention to the risks in five areas -- the policies and laws, selection of models, corporate culture, talents and organizational structure, and technological stockpile. They should promote digitalized transformation in the “data + platform + application” model.

Select

Achievements from Digital Transformation and Intelligent Development of Changqing Oilfield Fu Suotang, Shi Yujiang, Chou Shilong, Ma Jianjun 2020, 39(5): 9-15.  DOI: 10.3969/j.issn.1002-302x.2020.05.002 Abstract ( )   PDF (1957KB) ( )   Currently, the oil and gas field enterprises are facing the dual pressure of low oil prices and inferior resources. Digitization and intelligence become the important means for the enterprises to bring about cost-effectiveness and high-quality development. In response to the pressures of low oil prices, high case and labor demand growth from rapid increase of production, PetroChina Changing Oilfield Company focused efforts on automatic production, intensified operation, intelligent analysis and organizational flatness, promoting in-depth integration between advanced information technology and production business. The oilfield carried out the intelligent “326” project in three steps -- technological research with demonstrative projects, large-scale extension based optimization and upgrading, and renovation of the process based on perfection of systems. Meanwhile, the oilfield concentrated more efforts on digital transformation and intelligent development, pursued profound reform of production method and management pattern of the traditional oil and gas fields, and replaced the labor-concentrated method with the technology-concentrated method. As a result, the job productivity and corporate efficiency have been dramatically improved, initially finding out a successful way to digital transformation for the enterprises of giant oil and gas fields.

Select

Research on Offshore Intelligent Oilfield Construction Chen Su, An Peng, Wu Gang, Zhang Yu 2020, 39(5): 16-23.  DOI: 10.3969/j.issn.1002-302x.2020.05.003 Abstract ( )   PDF (2011KB) ( )   Under the challenges from global economic slide and the continuous low oil prices, digital transformation becomes an important measure for petroleum companies to maintain business competitiveness and bring about high-quality development. This paper studies and analyzes the present conditions of intelligent oilfield construction both in and outside China. The forerunners of intelligent oilfield construction include BP’s Field of the Future and Shell’s Smart Fields. In addition, Rumaila Oilfield, Repsol YPF, Noble Drilling Company, CNPC, Sinopec and CNOOC are also constructing intelligent oilfields in the light of their respective characteristics and achieving results in the efforts for efficiency-boosting transformation. Intelligent oilfields are in the transition to cross-disciplinary cooperative construction pattern, integrated operational pattern and platform-based IT service pattern. Offshore intelligent oilfields constructed by CNOOC are focused on intelligence of the company’s core business -- exploration, development, production, drilling, engineering and research work. Based on management transformation and process optimization, the achievements were made in the five areas of basic service, full sensing, overall coordination, scientific decision making and independent optimization. This paper puts forth the mindset for further construction of intelligent oilfields, namely “one platform, one lake of data, two sets of systems, organization at three levels and four classes of application”.

Select

Research and Practice of How to Transform Digital Management of Gas Field Development and Production Jia Jing, Su Peng, Wei Kemeng, Chen Qiang 2020, 39(5): 24-33.  DOI: 10.3969/j.issn.1002-302x.2020.05.004 Abstract ( )   PDF (4854KB) ( )   Based on construction of high-level digitalized gas field, Anyue Gas Field of the Longwangmiao Formation reservoir came under automatic gathering and transmission as well as real-time sensing at the frontal end, safe storage, real-time supervision and centralized management and control at the middle end, and preliminary intelligent analysis, data sharing and technological support at the back end. The synergy of front-end, middle-end and back-end integration, efficient interaction and data sharing led to reconstruction of the traditional business process and transformation of the working pattern. As a result, the new management model has been established in the form of “the unattended single well + areal concentrated control + support and collaboration from remote control center”, with the new operational model of “the electronic well inspection + regular inspection + periodic maintenance”. Those efforts brought about transformation and modernization of digitalized development and production. Digitalization of development and production helped the enterprise dramatically reduce personnel cost, production maintenance cost and handling cost in the emergence case and improve quality and efficiency. The digital capability and happiness index of the working staff were also improved at the same time. To build good digitalized oil and gas field, this paper suggests to liberalize the mindset for innovation of the management system and pattern, step up the efforts for technological innovation to share comprehensive integration, and improve digital awareness of all staff workers on the basis of business drive and continual optimization.

Select

Research and Practice of Asset Management of Exploration and Development Data Xu Peng, Gao Jianyi, Chen Su, Zhang Xuguang 2020, 39(5): 34-40.  DOI: 10.3969/j.issn.1002-302x.2020.05.005 Abstract ( )   PDF (2181KB) ( )   Management of exploration and development data has been the important but difficult part in the information work of the oil and gas industry. The data lake has become an important method of oil and gas enterprises for data management in recent years. Based on the advanced industrial practical experience, CNOOC puts forward the concept of asset management of exploration and development data. The exploration and development integrated data center (the A2 system) has been constructed since 2011. It is made up of the standards system, control system and supporting platform, covering three stages of data acquisition, data storage and data application and functioning as a comprehensive and full-process asset management system for data. The A2 system is the country’s advanced exploration and development integrated data model and model-driving system. It is independently developed as the data service platform at the corporate level, bringing about the concentrated display, sharing and application of multi-disciplinary data and saving the professionals from data acquisition and compilation by 80 percent. The unified data service can be provided on the basis of the newly-established application system, thus reducing manpower and investment of the new projects by 30 to 50 percent. CNOOC expanded the related data and standards on the basis of the A2 system, fixed the business process with data acquisition, established the platform for exploration and development data lake, and developed the big data service competence for business intelligent analysis and artificial intelligent analysis.

Select

Influence of Artificial Intelligence Technological Development on Petroleum Engineering and Suggestions Guang Xinjun, Wang Minsheng, Geng Lidong, Yan Na, Pi Guanglin 2020, 39(5): 41-47.  DOI: 10.3969/j.issn.1002-302x.2020.05.006 Abstract ( )   PDF (2168KB) ( )   As a new engine and core driving force for the new round of industrial transformation and technological revolution, artificial intelligence has become the emerging strategic technology leading the future development. This paper studies artificial intelligence technological development of the world-famous oil and gas companies in recent years, such as Schlumberger, Conoco-Phillips, Shell and BP, as well as their application cases. It also focuses on the profound impact of artificial intelligence on petroleum engineering industrial transformation and upgrading as well as technological innovation. For example, artificial intelligence promotes petroleum engineering industry to develop towards unmanned operation, brings a number of departments together for synergies, facilitates a multiple of disciplines to interact with each other, and consolidates integration of the whole industrial chain. Based on further understanding of reservoirs, the drilling and fracturing parameters can be optimized, thus allowing petroleum engineering technology to increase reserves and production and bring about cost-effectiveness. In the light of China’s current petroleum engineering business development, this paper points out that the State-owned petroleum companies should concentrate themselves on cost-effectiveness for oil and gas exploration and development in active efforts to meet the challenges for upgrading of the petroleum engineering industry on the basis of artificial intelligence. They should construct the big data platform for integration, step up the efforts for technological innovation, make more preferential policies for support of artificial intelligence, accelerate transformation and upgrading of petroleum engineering business, modernization of the key technology and cultivation of talents, and gradually complete the artificial intelligence ecological system of petroleum engineering.

Select

Practice and Suggestions on Innovative Management of National Science and Technology Major Projects Xu Xiaoming, Lu Shan, Liu Lei, Han Yongke 2020, 39(5): 48-53.  DOI: 10.3969/j.issn.1002-302x.2020.05.007 Abstract ( )   PDF (1573KB) ( )   CNPC Science and Technology Research Institute is one of the key units involved in the national science and technology major project -- “Development of Large-scale Oil and Gas Fields and Coal-bed Methane”. This paper focuses on the long-term efforts for the specialized research projects, establishment of organs and rules as well as regulations, management of process and periods, execution of fund, and construction of informatization. To bring the national projects under modern management, it is necessary to do a good job for top-level design and fund budget of the project, formulate the rules and systems suitable for management of the national projects assumed by the unit, continually follow up each stage of the project, and enhance the research mechanism for “production-university-study-application” coordination. Meanwhile, the efforts should focus on continual innovation of finance management mechanism, enhancement of project fund, and establishment of the reliable and general information management system for the national projects, shaping a set of scientific management systems applicable to the national projects of the enterprise.

Select

Research and Enlightenment from Reform of Specialized Technological Job Sequence System -- Take CNPC Tubular Goods Research Institute for Example Zhai Yunxuan, Lu Panhui, Zhang Guangli 2020, 39(5): 54-58.  DOI: 10.3969/j.issn.1002-302x.2020.05.008 Abstract ( )   PDF (1572KB) ( )   The enterprise should encourage technological professionals into working for technological innovation and making important innovative achievements. This is the fundamental way for the enterprise to improve its competence and core competitiveness. China National Petroleum Corporation started the reform of specialized technological sequence on the basis of job management to establish the “dual-sequence” professional title system, namely the specialized technological sequence and management sequence. As a pilot unit, CNPC Tubular Goods Research Institute carried out the reform of the specialized technological sequence system. There are seven levels from the chief technological expert to the technician. A total of 14 categories of technical job positions are set up on the basis of the research institute’s three business areas -- scientific research,quality standards and technological services, with a index-estimating system of 12 targets in four classes of elements for evaluation and enlistment, which includes basic quality, work efficiency, levels of achievements, and integrated performance. The research institute adheres to the performance-guided principle for distribution of salaries, increase the wages of the specialized technological professionals, and highlight the dominant roles of performance indexes in distribution of bonus. Following four years of practice, the research institute has initially established the channels for development of technological talents, optimized the structure of talents, and stimulated the enthusiasm of technological backbone staff for innovation. As a result, it has brought up a number of excellent talents and made a series of important achievements for extension and application, accumulating the reproducible and applicable experiences in the technological restructuring mechanism reform.

Select

Research on Present Maintenance of Invention Patent Rights and Its Influential Factors in China’s Petroleum Industrial Area Wu Dan, Niu Liquan, Zhang Qi, Bi Yantao 2020, 39(5): 59-69.  DOI: 10.3969/j.issn.1002-302x.2020.05.009 Abstract ( )   PDF (2488KB) ( )   Research on the present conditions of invention patent rights in China’s petroleum industrial area is of important significance to adjustment of a petroleum company’s policies on distribution of patents. An apparent gap still exists between China’s big-three oil companies and their foreign counterparts in maintenance of invention patent rights. The gap is reflected mainly in the number of efficient patents, the maintenance rate of patent rights, the maintenance time of efficient invention patents, and the different distribution of efficient invented technological areas. The efficient invention patents of foreign companies are averaged at about 443 items in the main technological area of China’s petroleum industry, while their maintenance rate of patent rights is relatively low, only 52.85 percent on the average. Of that, the efficient invention patent rights of international oil companies are concentrated in the downstream technological area while those of technological service companies are concentrated in the upstream technological area. The efficient invention patents of CNPC, Sinopec and CNOOC are 9640 items, 25885 items and 2735 items separately in the main technological area of China’s petroleum industry. The maintenance rate of patent rights is 92.2 percent on the average. The efficient patents of CNPC and CNOOC are evenly distributed in the upstream and downstream areas while those of Sinopec are distributed mainly in the downstream technological area. The cost of maintaining patent rights, technological modernization and replacement, and corporate patent strategy and management system are the main influential factors for maintenance of patent rights. It is proposed that China’s oil companies should concentrate their distribution of patents on the downstream technological area -- an intensive market competitive area. The strategic distribution of patents should be based on the technological distribution characteristics of the competitors. Meanwhile, the Chinese oil companies should step up the training for R&D personnel so that the patent quality and intellectual property management can be improved at the beginning.

Select

Research and Application of Oilfield Development Benchmarking Analysis Method Cao Chen, Wang Donghui, Wang Hongliang 2020, 39(5): 70-76.  DOI: 10.3969/j.issn.1002-302x.2020.05.010 Abstract ( )   PDF (2097KB) ( )   Oilfield development benchmarking analysis is the effective way for petroleum companies to improve their management and development with higher cost-effectiveness. Based on the target-oriented, problem-guided, classified benchmarking and information-driven principles, this paper comes up with three analysis methods -- causal analysis method, standardization method for reservoir types, and three-zone and three-type method. The oilfield development benchmarking index system is established to cover 29 items of contents in three main categories -- technological indexes, management indexes and business indexes. Taking the oil and gas field companies of PetroChina as the research targets, this paper focuses on classified evaluation and benchmarking management of oilfield development for five major typed of oil reservoirs, such as high to medium permeability sandstone, low-permeability sandstone, heavy oil, conglomerate and special rock characters. It also analyzes benchmarking of other Chinese and foreign oil companies. The results from benchmarking analysis indicate that PetroChina has an advantage for reserves and production but faces the challenge from refinement of production, business operation, management and technology, because many wells are low productive, making the company inferior in terms of cost. Therefore, this paper put forward a series of measures, such as enhancing analysis of dynamic benchmarking, ensuring farsightedness of indexes and progress of benchmarks, stepping up formulation of measures and systems for continual improvement, supervision and inspection, normalizing benchmarking analysis, and increasing exchange and sharing of information.