Envisioning the ideal data solution: Five critical steps

AssetInsight gets easy access to condition monitoring data in one place

The oil and gas industry is rapidly and profoundly transforming. Supply is uncertain. Pricing is volatile.

And the proliferation of technology, while having a net positive effect, means that oil and gas organizations are facing a new challenge: an overwhelming mountain of asset condition data – with no clear answer as to how value can be gained from it.

Since this data is generated by a large variety of assets, all with their own systems, intricacies and complexities, it’s often siloed in a way that makes it difficult to find connections and draw meaningful conclusions.

Aggregating this data and synthesizing actionable, shareable information from it could help breathe new life into aging assets, enable predictive maintenance, increase operational reliability and efficiency, enhance decision-making and much more. And everyone knows it.

The problem is, organizations don’t have a way to weave together insights when the data is in two (or three, or four) disparate systems—or is coming from the large variety of assets employed in many oil and gas organizations.

And even if they could do it, they’re lacking the capability to share findings easily with decision makers that are working in remote locations, away from the control room.

So how does one streamline the process for translating condition data across numerous sources and turn it into insights that deliver real value?

Five critical steps to an ideal data state

This topic is one we’ve been working to unlock for years – and now we have. We’ve identified five critical things that are necessary to deliver the fullest amount of data-driven value and solve the disparate-sources dilemma:

  1. Deliver a comprehensive dashboard: Provide a single view of condition data from all data sources, in real time
  2. Integrate data sources: Aggregate and synthesize condition data from all sources, tearing down informational siloes in the process
  3. Provide an overview of operational health: Allow for tailored visualizations of equipment and process status, enabling predictive maintenance
  4. Enable information sharing: Encourage collaboration and decision-making with the ability to share and comment on insights in the dashboard view, across locations
  5. Simplify the user experience: Provide a modern, intuitive interface, complete with a drag-and-drop dashboard editor

By enabling a clearer picture of what’s currently happening with their equipment, operators and supervisors can prioritize their actions and do what’s needed to successfully coordinate and optimize their operation. All while effortlessly sharing information across organizational lines.

These five steps help prioritize budgets and provide answers to critical questions like, “What needs to be repaired and what will you gain from it?” or “When am I due for an upgrade? Does it make monetary sense?” They also aggregate data into easily accessible dashboards that help organizations gain insight and arrive at decisions faster from a system-wide level.

How can you get started?

Transitioning to a predictive maintenance model for all your critical assets optimizes operations, reduces risk and cuts costs.

Soon, we’re rolling out a solution we’re calling ABB AssetInsight—and it works a lot like what we’ve described above. Using this tool, you can extract the greatest value from your aggregated condition data, gaining and sharing the insights you need to meet your business objectives.

Putting this solution into practice can help simplify and optimize decision-making in your operation.

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About the author

Dan Overly

I am Global Head of Product and Business Development for BU Oil, Gas and Chemicals. In this role, I manage the BU portfolio of products and the responsible product managers to ensure alignment with market and customer requirements. I enforce global standardization of products to ensure consistent delivery and performance in all countries. I am also responsible for expanding our offering through strategic partnerships and inorganic growth potential to further enhance ABB’s value to our clients. I joined ABB in 1987 and has held various roles in engineering, sales, marketing, regional management, product management, enterprise software and global services. I obtained a BS in Electrical Engineering and currently live in the US.
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