Efficiently drilling the 16" hole section in high temperature/high pressure (HTHP) conditions through hard/abrasive Jurassic formations in Kuwait's oil fields has been a distinctive challenge for more than a decade. The difficult sequence of lithologies starts with abrasive Zubair sand (with pyrite) followed by reactive Ratawi shale and then hard carbonates (UCS 10–30kpsi). The Zubair is approximately 1300ft thick and has historically been drilled with four/six rollercone TCIs or a combination of two TCIs and two PDC bits or two/three PDCs. The objective has been to reduce the total number of bits/trips and ultimately drill the Zubair and as much Ratawi as possible with one PDC bit. Initial attempts with PDC were encouraging, but not economically successful compared to rollercone cost/ft. To improve performance, an FEA-based modeling system was used to predict downhole behavior. Based on these knowledge gains, a new PDC bit design was produced with optimized blade orientation and reconfigured cutting structure. Although the new design did improve performance, the drilling team concluded the PDC shearing elements were unable to withstand the HTHP environment (thermal degradation) and vibration induced impact damage. The operator required new technology to enhance cutter longevity. To deliver a suitable solution, new cutter technology was developed using a two-step manufacturing process high temperature/high pressure pressing technique. Laboratory tests indicated the new style cutter has significantly increased resistance to abrasive wear and thermal fatigue compared to standard cutters without compromising impact resistance. The HTHP cutters were run in a nine-bladed PDC with outstanding results setting a new Kuwaiti single run Zubair footage record (1302ft) and Zubair/Ratawi field footage record (1347ft). The authors will discuss the application challenges and resulting performance improvement. Offset analysis will document a performance step-change that saved the operator an average of 10 days of rig-time (﹩500,000USD).
Training and development is recognized as critical support function of the organization. It has greater impact on assets which are diverse depending on the delivery mechanism. Identifying the most effective training solution to enhance the human resource and eventually organizational capability is only one aspect of delivery mechanism. The main and very critical aspect of delivery mechanism which has two way impacts on the organization is the adequate tools and techniques adopted to implement the learning solutions. Kuwait Oil Company has introduced a comprehensive integrated delivery mechanism ensuring the quality control at all stages; planning, implementation and evaluation. As a case study, this paper will present the mechanism of two learning solutions/ learning tools (Instructor led training course and on job training). A multidimensional assessment tool kit to determine the effectiveness of the Instructor led courses and on-job training has been established which is a systematic approach of delivery mechanism and that lead to Quality Assessment team to evaluate the effectiveness more accurately. Accordingly, key elements have been identified which indicate the training efficiency. The training efficiency is then checked with knowledge assessment (Gap Filled) with the aim to ensure accuracy. An equation for instructor led and on the job training has been evolved to determine the efficiency of the training delivery mechanism. The present paper is focusing on effective training delivery mechanism adopted by Kuwait Oil Company for learning solutions ensuring various aspects i.e. meeting the training objective, cost effectiveness and quality control. Defining competencies, ensuring the alignment with business needs, assessing the current competency level of employees and developing action plans accordingly are the main examples of a systematic approach of capability development at planning stage. Such an approach will help the company to meet its strategic target. To resolve the issue of capability development and the associated challenges, a long-term and genuine cultural change is required to create environments where knowledge sharing is expected and normalized. The solution needs to be driven from the top, with senior management making a visible commitment.
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