This course aims to acquire best practices of production facilities control room operation through role-play situations on integrated Oil & Gas production plant dynamic simulator.
analyze and anticipate the behavior of main control loop structures (DCS and SIS systems architecture and functionalities),
explain production equipment, process operating parameters, and perform troubleshooting,
implement proactive, anticipatory control room operation and acquire a safety mindset,
react and act in a structured manner to anomalies and plant upsets,
enforce safety guidelines during downgraded and critical situations.
Experienced control room operators and production supervisors looking to advance their know-how in control room operation
GETTING STARTED - DCS FUNCTIONALITIES FOR PROPER ANALYSIS
Familiarization with HMI functions and operations.
DCS tools review.
PROCESS CONTROL & SAFETY INSTRUMENTED SYSTEMS
Impact of P&ID parameters and simply closed loop tuning.
Study of control loop structures: cascade, split-range on the simulator.
Programmable logic controllers: introduction to automated sequences.
Monitoring of start-up sequence (compressor) through MMI.
Safety Instrumented Systems (SIS): PSS, ESD, HIPPS, and F&G systems description.
WELLS & PRODUCTION LINES OPERATION
Well, start-up (ramp-up) and shutdown.
Analysis of automatic good control.
Well, monitoring and detection of abnormal conditions.
ROTATING MACHINERY OPERATION
Centrifugal pumps.
Centrifugal compressors:
Technology review, the study of process and auxiliary lines, protection systems.
Start-up and shutdown sequences.
Analysis of operating conditions and operating parameters.
PROCESS UPSET MANAGEMENT
Alarms: priorities management and decision making.
Becoming aware of the need for anticipation VS on-alarm action.
Managing and predicting process disturbances by using trend views. Use of trends to anticipate deviations.
Global plant performance checks: identification and implementation of a routine checks roadmap.
Shift report and impact of a faulty report through role-play situations.
Process upsets: learning to react and act in a structured manner.
Identification, analysis, and containment of process upsets according to the learned methodology.
Example of simulator exercises performed:
Loss of centrifugal compressor.
Loss of cooling media.
Production rate decrease.
Unexpected slugging.
ESD activation due to process safety trip.
SAFETY IN OPERATION
Learning to operate the plant in critical situations, to make adequate decisions, to follow-up on actions performed.
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The 5-Day Mini MBA is a unique distillation of the skills that need to be acquired in order to be considered successful in modern business. Not everyone is able to devote a year or two of their time to studying for a Masters in Business Administration, but in an age of rapid change in a highly competitive environment, it is crucial to have a thorough understanding of the issues involved in the smooth and successful running of a business. The 5 Day Mini MBA Leadership & Management Masterclass is a highly intensive training course covering all the usual subjects associated with an MBA. In 5 days, a delegate will learn what normally takes a year of full-time study. The Mini MBA course is designed to provide delegates with comprehensive knowledge of fundamental, proven strategies taught as both an academic and practical exercise. As a result, the course will provide a comprehensive understanding of the skills and knowledge that will be required for any person to further develop their business knowledge and skills and even to prepare them for actual formal study for an MBA. The course is designed to be delivered either as an “In House” class for an organization’s directors and senior management or as a public class where delegates from a number of companies can learn both from the course and from one another and exchange ideas and best practice.
Large capital-intensive projects in the oil and gas industries require substantial - and mostly risky - investments in the acquisition, exploration, and subsequent operation and maintenance of new organizational assets.
The decision of whether or not to invest in new capital projects in the oil and gas industry starts with critical decisions during the exploration phase of new development or the expansion of an existing field. The decision-making tools used to analyze project risk under conditions of uncertainty will help companies to determine the probability of success or loss and will drive the decision to develop or abandon the well.
Crisis management is concerned with responding to, managing, and recovering from an unforeseen event. Risk management is concerned with identifying, assessing, and mitigating any activity or event that could cause harm to the business. Risks can be strategic or operational in nature. A business continuity plan (BCP) is a process that outlines the potential impact of disaster situations on business operations. It creates policies that respond to various situations to ensure a business is able to recover quickly after a crisis.