Human-Factors Implications of Remote Drilling Operations: A Case Study From the North Sea

摘要

Improved capabilities for real-time data transfer have given rise to remote monitoring and support for drilling operations, providing faster access to information onshore and reducing personnel on board (POB) and cost. The challenge lies not so much with the technical feasibility but with the impact on work processes, which is still poorly understood. This paper presents a case study of the human-factors implications of onshore operation centers (OOCs) in the North Sea. The authors first investigated work conducted in the Norwegian sector and then followed the implementation of a pilot OOC for the Andrew low-cost-drilling project in Aberdeen. All delivered wells successfully but addressed different strategic aims.rnFor the case study of the Andrew project, the sample comprised 13 semistructured interviews conducted over 3 months and a longitudinal-attitude study with 33 participants from the onshore drilling team, OOC staff, and drilling representatives from offshore. Results were content analyzed by a team of industrial psychologists. The findings show that remote operations in drilling produce effects similar to those of virtual teams and computer-mediated process control in other industries; the monitoring work in the OOC was deprived of some of the physical activity, sensory information, and informal interaction. Potentially, some of these tasks could be automated further, while more cross-trained staff would be required offshore. Different user groups responded differently to the OOC implementation. Onshore teams generally approved of the concept because the OOC helped to create more situation awareness and presented an ideal environment for collaborative decision making and learning. The offshore response was mixed, with strong support for its innovative potential, but also critical voices about system reliability, contractual concerns, and the impact on work/life balance.rnOOCs can add value to drilling operations by enabling better-informed decisions, but the findings show that success depends on how well the introduction of organizational change is managed. The study provides evidence on how prospective users can be involved in the change process in this dispersed and fluctuating industry and which social and cognitive skills are important for effective collaboration in e-operations.