Integrated Operation Center: Success Journey Through Delivering Digital Workflow and Collaboration Transformations
Authors: Nilkitsaranont Pannawat , Kunyosying Reudej , Kingsarn Kosol , Yongpittayapong Thammarong , Supphakijudomkarn Teeroj , Kongkiatpaiboon Suradech 
Published: February 2024

Abstract
Historically, oil and gas production and optimization were conducted on-site, with the control center located close to the facility. This creates issues with collaboration, command silos, and redundant tools, particularly in remote offshore locations. Several businesses have reported that integrated operation centers (IOC) are a viable option, but success is not guaranteed. This article discusses the challenges and best practices involved in executing a successful IOC initiative in Thailand.
We analyze successful IOC initiatives as well as their difficulties and solutions throughout project planning, design, and execution. Significant challenges were identified by using the design thinking process alongside multiple site visits and user interviews. The difficulties include a shortage of collaboration, redundant optimization tools, traditional technological barriers, and an abundance of non-prioritized offshore activities. Key ideas have been reviewed and high priority subjects are identified. The establishment of centralized control room in Bangkok office to control three remote (400 km) offshore sites and streamlined digital workflows to create collaboration cultural shift are selected to solve the major issues.
Traditional optimization efforts frequently have a common root cause, which is the silo chain of command from various control center locations located near offshore assets. Diverse digital tools are developed and implemented independently, without any centralization. In the past, it was expensive to set up remote control centers far from production platforms. However, advancements in communication technology, such as fiber optics, have reduced the cost of providing a remote IOC project by about 20 times. Data technology has progressed to the point where we can now investigate the specifics of overdue work orders, and manual process monitoring has been digitally transformed with an automated, data-driven system.
For our Thailand IOC project, we relocate panel men, activity planners, marine control personnel, and engineers from three separate offshore locations into the single control center in our Bangkok office using remote control technology. Transformation of the collaboration culture is facilitated by daily optimization meetings and in-depth team discussions. Shared and streamlined best practices from three distinct offshore locations have improved production efficiency. Digital technologies are upgraded and condensed into single optimization tool with prioritized work orders for physical planning. Even with significantly less personnel, the number of overdue work orders was significantly reduced.
This project addresses key challenges as part of implementing a new IOC Thailand project. The lessons learned and best practices are consolidated and reported as part of this research along with a case study from our project. This paper is beneficial for anyone who is planning to pursue their IOC project as well as those who want to improve and benchmark the centralized optimization effort. It includes best practices to design and use new operating model, facilities, and digital tools to overcome the future business difficulties, improve production efficiency, enhance maintenance planning, and enrich personnel safety with reduced manpower.