Lean Drilling-Introducing The Application of Automotive Lean Manufacturing Techniques To Well Construction

Wardt, John de

doi:10.2523/27476-ms

Cited by 3 publications

(2 citation statements)

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“…It was important to have a set methodology with which all problems and challenges are handled. The DMAIC (define, measure, analyze, improve, control) process implemented in LEAN was a valuable tool to define improvement opportunities and the metrics against which the process will be measured, analyze the process to find solutions, improve the process where the solutions are implemented and finally set a control plan for continuous improvement 6 . From project start to date, quantifiable savings in excessive of US$15 million have been achieved through LEAN implementation.…”

Section: Continous Improvementmentioning

confidence: 99%

Case Study: Factory Drilling Australia's Unconventional Coal Seam Gas

Smith

Waguih

Redrup

et al. 2014

SPE Asia Pacific Oil &Amp; Gas Conference and Exhibition

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The Queensland Curtis Liquefied Natural Gas (QCLNG) project is the world's first project to convert coal seam gas (CSG) into liquefied natural gas 1 . The project involves drilling thousands of wells in the Surat basin, installing an underground 540 km long pipeline to Gladstone and the building of a plant on Curtis Island to liquefy the natural gas. The project, which has been under construction since 2010, is on schedule to provide LNG for export from the end of 2014.The multi-billion-dollar investment by QGC, the Australian business of BG Group, is one of Australia's largest current capital infrastructure projects. Schlumberger has been contracted to deliver on the drilling and completion phase of this critical project.The "Factory Drilling*" project operates nine rigs using a multidisciplinary team consisting of project management staff utilising/coordinating logistics, warehousing, wellsite management, cementing, wireline, bits, solids control and directional services/personnel. The project has overcome significant challenges in the business development and start-up phases. Through the application of the "excellence in execution" philosophy, records have been broken and new performance benchmarks set in this unconventional CSG market.Since the start of the project in early 2012, using the team's project management abilities and incorporating LEAN (the identification and steady elimination of waste from operations) initiatives, the project has drilled and completed more than 1000 wells, some in as little as 2.15 days (drilling time) and 1.04 days (completion time).The optimisation initiatives have contributed towards reaching a state where the project is currently performing very close to the technical limit, yet challenges are still ahead to maintain and mature the safety culture and improve the operational efficiency even further.

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Section: Continous Improvementmentioning

confidence: 99%

Case Study: Factory Drilling Australia's Unconventional Coal Seam Gas

Smith

Waguih

Redrup

et al. 2014

SPE Asia Pacific Oil &Amp; Gas Conference and Exhibition

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“…Until John de Wardt devised Lean Drilling™ [1], there was no systematic and repeatable method that integrated the engineering work normally carried out by the Operators with the detailed knowledge and experience of the service industry.…”

Section: Developing the Teammentioning

confidence: 99%

Risk Management in Exploration Drilling

2000

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TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractIn late 1997 BP Amoco realised that a step change in drilling performance, including HSE performance, was necessary to sustain the future of the Norwegian operation. A review was undertaken to determine what factors contributed to really successful exploration drilling projects. A detailed planning process was developed and underpinned by a set of Ten Principles.The results have been outstanding and exceeded management expectations as regards time, cost and HSE performance -not to mention the technical results of the wells in terms of data acquisition, coring and testing. From a drilling performance standpoint all five exploration wells drilled after introduction of this new process are in either the first or second quartile wells.Identifying, understanding and managing the HSE and financial risks involved in an operation is vital to achieve world class levels of performance. One of the key features of the process is the way risk assessment is seamlessly integrated into the work flow of the project. The paper describes how this is achieved right from the outset of the project and how it continues in increasing detail to completion of the operation. The paper explains the critical stages of the process, the key principles and results. The paper outlines the methodologies applied and how team members are involved.

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Case History: Well Completion and Servicing Strategies for the Hibernia Field

Wylie

Maier²,

Shamloo³

et al. 1999

SPE Asia Pacific Oil and Gas Conference and Exhibition

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Offshore field development includes not only planning for appropriate well completion designs but also implementing in such a manner that production and economic goals for all stakeholders are realized. Consideration must also be given to operational support functions so that their administration will meet the project needs without compromising environmental, regulatory or safety standards. Often, a multidiscipline team approach offers the best method for developing the solutions needed to accomplish all the objectives. In this paper, Hibernia Management's approach to well development, completion and servicing strategies are discussed. Initial completion strategies were required to meet the designated design criteria of maximum well deliverability, minimal well maintenance, well servicing costs, and finally, minimal overall field-life-cycle costs. To comply with these stringent requirements as well as future needs, the downhole configuration would have to facilitate future non-rig workovers, recompletions or redrills, and have the flexibility to allow incorporation of future technological advances or changes in reservoir management. In reviewing all options, minimizing overall field-life-cycle costs and the number of potential workovers were to be given primary consideration. Also of significant importance was the need to provide a zonal recompletion method as it was felt that the need for selective isolation of different zones would be needed to maximize recovery throughout the life of the wells. Completion strategies, the completion configuration, pre-installation shop tests, personnel training, completion servicing considerations and other challenges such as a "green field site" and rig requirements were reviewed; from these analyses, operational strategies were developed. The initial completion installations were successful. The first two wells flowed approximately 40,000 BOPD and are Canada's highest producing wells recorded to date!

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Lean Drilling-Introducing The Application of Automotive Lean Manufacturing Techniques To Well Construction

Cited by 3 publications

References 0 publications

Case Study: Factory Drilling Australia's Unconventional Coal Seam Gas

Case Study: Factory Drilling Australia's Unconventional Coal Seam Gas

Risk Management in Exploration Drilling

Case History: Well Completion and Servicing Strategies for the Hibernia Field

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