当今的能源和公用事业（E＆U）领导者必须达到其业务和生产目标，以保持其行业竞争力。E＆U企业还需要高水平的融资来资助其资本项目和运营支出，并必须与其他部门竞争以吸引稀缺的投资者资源。新利18备用网址他们必须在持久创纪录的市场波动率的同时做到这一点，并在正常范围的低端出售其产品。此外，有需要改变能源的要求，以便他们可以在脱碳操作的同时改善环境可持续性。该行业未来的领导者将通过学习如何运用其物理和数字资产以在所有类别中提供最佳绩效来加速他们优化和创新的能力。

Capital-intensive industries, such as the E&U industry, are made up of complex plants and assets supported by enormous amounts of technical information. Each facility has a lifecycle that starts with its conceptual planning and carries through to its eventual decommissioning. The gigabytes (GB) of data and documents representing the new project are received from organizations across the supply chain during the “data-handover” phase before operations commence. They contain the combined input from all stakeholders who contributed to the asset from the beginning to commissioning and start-up. Depending on the contract requirements, project deliverables will typically include massive amounts of paper documentation and Microsoft Office software files and often a mix of 2D drawings and 3D models with varying degrees of intelligence. With the hectic nature of start-up operations, most of these deliverables are quickly loaded into file-based document management systems or stored on local drives. Minimal time is available to be spent organizing, validating and verifying the information to be of value to the operations and maintenance teams. As such, valuable insights that could support more efficient start-up and ongoing operations become challenging to find when they are most needed.

大多数公司的现实是，其资产信息几乎没有一致性。使用各种工具将不同的工厂设计为不同的标准。当时，人们认为项目数据对正在进行的操作如此有价值的想法很少。2004年，美国国家标准技术研究所（NIST）发布了一份具有里程碑意义的报告，称为“美国首都设施行业中互操作性不足的成本分析”。它得出的结论是，在2002年，由于系统互操作性不足，美国资本设施行业通常损失了项目总价值的4.2％，当年等于152亿美元。这些损失从未预算，但直接促成了大多数项目的成本超支。新利18备用网址

植物数据管理仍然是一个机会

Fast forward to 2020. Do we have more robust collaboration tools? Yes. Have they been generally utilized to improve collaboration? Yes and no. Have the interoperability problems been resolved so that owner-operators can fully leverage their project data? No. Many in the industry would suggest the interoperability problem remains largely unresolved. However, given the explosion in the volume and complexity of digital information since the NIST 2004 report, it's now widely accepted the problem's magnitude is much more extensive today. A quick Google search on cost and schedule overruns on major capital projects across all segments of the energy and utility industry confirms this. A recent study from Ernst & Young entitled, “Spotlight on power and utility megaprojects – formulas for success,” reported most power and utility megaprojects exceed their budgets by 35 percent and miss their scheduled start-up date by an average of two years.

然而,知识工作者in the E&U industry are resourceful. The projects were executed and completed with the available tools. The lack of interoperability between the embedded silos of project information were likely bridged using thousands – or even hundreds of thousands – of spreadsheets on each project. Unfortunately, this came with a hidden cost.

First, spreadsheets are unmanaged and unsecured. They're difficult to keep up to date and can walk out of any door on a thumb drive. Second, the only people that can readily understand them are the people that created them. But all project teams change, and even the best workers retire, taking with them their priceless understanding of how to find the correct information to make the right decisions. Lastly, the legacy spreadsheets accompanied truckloads of paper documents along with gigabytes of PDF files and design data. The net effect was a significant efficiency loss that impacts those working to operate and maintain plant assets to optimize production and meet their targets. According to the NIST study referenced above, "The single largest impact is on information verification and validation, or the time spent ensuring the information actually represents what is set in place," representing billions of dollars in the 2004 study. Furthermore, plant engineers then invested hundreds of millions of dollars, "transferring information into a format that staff members can read and use to perform their activities."

使用数字生命周期实现卓越的运营

如今，激烈的全球竞争，爆炸性的市场动态和行业的能源转型都在创造几十年来未见的业务压力水平。明天的行业领导者必须建立更高水平的数字企业能力，并将其用作成为其行业中最好的竞争优势的来源。与任何重要项目一样，它需要一个坚实的基础，以支持遵循的改进。

A solid foundation opens a world of opportunities

资产的生命周期始于初始需求和概念工程的陈述，并以其退役结束。从头到尾，来自许多学科的知识工作者增加了收集的合同要求和可交付成果，计算，仿真结果，设计数据，施工计划，调试指令和运营信息的增量价值。随着时间的推移，生命周期期间产生的信息既大又复杂。与任何资产一样，该信息具有价值，必须保持可行。但是，类似于新发现的金属矿体，那些可以定义和理解数据的人可以提取可以在其他地方应用的有价值的见解。因此，在数字生命周期的管理方面取得卓越的卓越，为改善整体业务绩效创造了机会。

为E＆U实现制造思维方式

Although the use of lifecycle management practices in the manufacturing industries has been successfully employed for decades, E&U businesses were not able to fully leverage it. This was mainly due to incompatible or closed data formats that prevented valuable design models from being consolidated and the intelligence trapped within them from being applied elsewhere. The NIST study discussed earlier highlighted that as a significant contributor to data handover costs. However, recent advances in enterprise data management have solved this problem and cleared the way for E&U businesses to adopt a "manufacturing mindset" for getting more value from their data. Producers can now consolidate equipment design and operation data from original equipment manufacturer (OEM) suppliers, plant design information from engineering contractors and operations and maintenance systems information to a much greater degree. With this, E&U businesses can now integrate with their supply chain much more effectively to improve results while reducing costs and errors.

The value of connecting systems of systems

A digital lifecycle approach allows technical and business information to be authored in their native systems, often by third parties. The output is then connected to an information backbone that acts as a central nervous system for the plant lifecycle information. Combining these "systems of systems" creates a new level of awareness up and down the lifecycle. Changes in the data for a given area become immediately known to the rest of the system. This creates opportunities to improve decision-making and traceability and dramatically improves change management, which is needed to keep the comprehensive digital twin up to date and accurate. Knowledge workers executing a capital project or operating and maintaining complex systems and plants are better prepared to respond to issues before they become costly situations. By linking contract requirements with deliverables, contract fulfillment increases with less effort, and valuable information trails are created to verify compliance or resolve disputes when needed.

此外，合并数字生命周期信息并将其连接到集成的骨干，从而减少了稀缺的专业资源花费时间寻找信息时浪费的宝贵时间。通过将创新者定位提高效率并有更多的时间，可以更快地投入使用，从而提高竞争力。

Lastly, new technologies such as rapid application development can be effectively applied to your assets' more viable digital twin. This provides knowledge workers from any department with a unique ability to quickly create tailored and adaptable software solutions that offer critical insights into what they need to know with near-surgical precision. Combining new capabilities with better information means avoiding the typical time, expense and delays incurred in finding a commercial solution while getting better results faster.

Establishing an accurate and well-maintained comprehensive digital twin of operations will provide a single, aggregated view of the design and regulatory information connected to the physical asset information. This integrated approach will be critical to evolving the design, construction and maintenance of facilities for peak performance across the lifecycle.

随着全球竞争继续挑战E＆U行业，加速数字投资，将提高组织的有效性，这将为明天的市场挑战做好准备。接下来的黑天鹅事件可能在拐角处。但是，使用直接提高卓越运营的智能数字投资，能源领导者可以证明他们可以在能源生产供应链中竞争。同时，他们提出了一个更好的商业案例，以吸引投资者和机构贷方，以确保他们拥有成长和繁荣所需的资本。