New power station
Two stalwarts in the industry saw the unique opportunities of digitalization. Last year, Schlumberger, the automation leader and the main oilfield service provider of Rockwell Automation, established a joint venture in Sina. When it comes to digital solutions, this must be a powerful force. By combining Rockwell's IOT and data solutions with Schlumberger's analysis and instruments, sencia seems to be the best way to match.
"We see increasing customer demand driven by the combination of petroleum technology expertise and industrial process automation."
By improving surface measurement and analyzing a large amount of current asset data, the system believes that they can help customers optimize the production of existing wells, rather than providing new wells. Although the automation of equipment has begun, the automation of data and AI have lagged behind - partly because companies do not understand the data they already have, but it is not necessarily connected to.
"We used to talk about big data, but now we are talking about a lot of data. But a lot of information doesn't mean you can do anything meaningful to improve efficiency, so it's important to automate data at the right time and provide the right information to the right people."
Although most other industries have been embracing the digital revolution for a long time, the oil industry is only slowly and reluctantly changing.
ExxonMobil, the world's most valuable company in 2010, was ranked in the top 10 by several other oil and gas companies, but today, most of these companies are technology companies, such as Amazon, apple tree, Google and Microsoft. After decades of basic currency printing, the oil and gas industry is facing new challenges. At the same time, it is slowly trying to embrace digitalization and has taken a step towards the fourth digital revolution, In the fourth digital revolution, due to artificial intelligence, Internet of things (IOT), robotics, cloud computing and other technologies, the digital world and the material world were integrated.
Zhang Zhi is vice president of the US market development department. PTC provides the industry with multi-objective solutions. For him,
"3-4 years ago, when I talked to oil and gas companies, they would ask: 'what is'. Now they all know that more and more companies are moving from proof of concept to real scale in digital solutions. “
What these digital solutions are depends on the sector of the industry -- it can be anything, from putting a cheap high-definition camera next to the drilling hole, immediately analyzing whether there is oil underground, to using artificial intelligence to analyze where trucks should deliver fuel to the areas with the greatest demand at present.
"The more efficient you are, the more competitive you are."
This is partly because the assets of the industry are scattered in a harsh environment, in which it may be difficult to obtain data, and the infrastructure is not always in place. This also makes robots tricky, because robots tend to do better in controlled and restricted environments, such as manufacturing floors or warehouses.
"However, this industry is faced with potential growth and uncertainty of demand scale, so they don't have much choice but to improve their efficiency as much as possible."
Although executives see the benefits of digitalization, sometimes it is difficult for employees to do so.
"If you go out of town and ask someone to change their daily work style for 30 years, it will be very challenging."
The next generation of migrant workers
Most experts predict that digital solutions will grow steadily and rapidly, but there may be a time bomb in their workforce. The American Institute of Petroleum Chemistry estimates that half of the experienced workers will retire in the next 5-7 years. At present, there is a lack of academic training that combines the expertise of oil, gas and digital technology. At the same time, the next generation of talent -- perhaps worried about climate change -- may not be interested in working in the fossil fuel industry, Allen said.
"Young employees entering our industry have expectations about what kind of technology and information they need to become effective employees. I think the leadership of the oil company realizes that we need to change the culture to adapt to some of the new technologies. "The
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