Project deliverables included gravel foundation preparation, concrete foundation installation, equipment reception and installation of conventional beam pumping units at 660 production wells in a remote field in Kuwait with a deadline of six months from equipment arrival. Equipment shipments schedules were sequential and therefore an execution strategy was required to successfully meet the project deadline. This paper describes the field operations strategy devised and adopted to successfully meet the deadline. A temporary operations base was set up at the remote field for coordination, equipment reception, inspection, consolidation, pre-assembly and dispatches. Operations were divided into six parallel processes as follows: Equipment logisticsGravel foundation preparationsConcrete foundation installationsUnit Pre-assemblyPre-assembled units dispatchesFinal unit installations Daily output targets were set for each process prior to the commencement of operations. Heavy machinery, manpower and tooling requirements were defined for each process to meet the daily output targets. Progress was monitored daily and subsequently resources were scheduled and utilized to achieve the daily output targets. Setting up of a temporary operations base at the remote field along with daily coordination of resources resulted in reducing equipment’s offloading, transportation and installation cycle times, which led to increased operational efficiency and reduced logistics and operations costs. Division of operations into parallel processes helped in tracking the progress of each operation individually, thereby providing over all control in management of operations. By pre-assembling the beam pumping units at the operations base before dispatching the individual unit, installation time was reduced by 50% when compared to a typical beam pumping unit installation. Daily output target setting helped in defining the resources required to meet these targets. As the operations progressed, daily monitoring of all processes resulted in identifying opportunities to improvise operations and subsequently the daily targets were revised to increase output for each process without exceeding the resources which resulted in time and cost savings. Adopting this execution strategy concluded in successful and efficient completion of the project deliverables as follows:Gravel foundation preparations were completed in 133 work daysConcrete foundation installations were completed in 121 work daysBeam pumping unit installations were completed in 103 work days This field operations strategy for installing conventional beam pumping units at 660 production wells within six months can be considered as a reference for successfully and efficiently completing future large-scale beam pumping unit installation projects at remote locations in a limited time frame.

Electrical Submersible Pumps (ESPs) contribute over 60% of the Kuwait's oil production from 2,500 ESPs. Past efforts in benchmarking ESP performance were based on single metric reporting such as run life, reliability, failure rates and downtime reported separately resulting in often contradictory results. The Field Operational Score (FOS) was developed as a more holistic and integrated approach in measuring ESP performance answering questions such as how often do downtime event occur and how long do they last? How fast can we identify a trip and restart production? How many days will an ESP operate before failing and how likely will it prematurely fail? The FOS enables a unified and well-rounded approach to measuring ESP operational performance which includes factors often overlooked in ESP benchmarking. The FOS metrics include production downtime (ESP and Non-ESP related), trips, response time, premature failure rate, run life, data quality and entry time. Each of these metrics has been assigned a unique weightage and when combined result in a performance score reflecting the operational performance of individual ESPs. The FOS for each ESP is based on the previous fiscal year performance against the accumulative current fiscal year performance with an expected improvement of 5%. Once calculated, the score highlights areas of improvement and deterioration in ESP operations. When grouping multiple ESPs, the FOS is the summation of the individual ESP's KPIs resulting in the combined score of a cluster of ESPs. The FOS clusters are embedded into the field operational staff hierarchy ensuring that a fair and balanced benchmark is applied to all related staff such as Team leaders (500 – 1000 ESPs), senior engineers (150-250 ESPs), and field engineers (50 – 100 ESPs). By linking field staff KPIs directly to their ESP cluster performance, more proactive and effective efforts were exerted by the field staff towards ensuring optimum ESP operations. The FOS enabled management staff to become more involved in individual well performance as opposed to previous dependency on individual engineer efforts. As a result of the routine FOS, multiple operational enhancements were adapted such as increasing the SCADA connectivity for ESPs, more effective troubleshooting procedures, proactive ESP monitoring, and targeted ESP intervention. Although targeted at 5%, the improvement in the last fiscal year was upwards of 15% with each metric outperforming its' previous fiscal year's performance. By assigning each ESP its own KPI, targeted intervention is enabled allowing the field staff to quickly identify weak performing ESPs and improve its performance. The application of detailed benchmarking has shown to guide both ESP field staff and management towards identifying individual weak performing ESPs per metric, unifying performance into a single operational score, and focuses on improving the overall performance of ESP operations.