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TX 75083-3836, U.S.A., fax 01-972-952-9435.This paper provides a discussion of the features and capabilities of such a system. It cites details of recent experiences demonstrating the benefits with use of the device in actual CT interventions.

Many industries have reflected on the complexity and inherent risks involved in their operations and have developed systems to maximize safety and increase efficiency. At the forefront of this revolution to perfect operational execution are those industries designated as High Reliability Organizations (HROs). HROs such as commercial aviation, health care and the fire service have "no fail missions" in which lives are at considerable risk during every operation and the cost of mistakes can be staggering. HROs typically recognize human error as the root cause of most significant incidents leading to the application of a human factors approach to operational execution, called Crew Resource Management (CRM). Since April of 2013, one oilfield organization has joined these HROs in the pursuit of operational excellence through the application of CRM. Since integrating a CRM leadership model into all elements of their operations, empirical evidence collected pre and post implementation from Corporate HSE&Q data established an increase in safety and service quality at the tactical level of operations. Further evidence supplied through field case studies demonstrates that the employment of CRM in oilfield operations has a positive impact in optimizing efficiency in the execution of operations while mitigating risks and maximizing crew safety. This paper provides a high level curriculum of a CRM program including strategies for implementation and integration of CRM tools and processes within frontline oilfield operations. Significant findings of this research are demonstrated methods used to overcome cultural challenges in embedding CRM in an organization. This includes approaches to break down barriers to acceptance by leaders and operators at all levels of the organization. Drawing from research, as well as a field case study, this paper will examine the positive operational effects of applying CRM as a leadership model for the oilfield. It will also suggest tactics and considerations for training and implementation of CRM.

Summary In the last decade, several successful initiatives have been introduced to mitigate the risk of coiled tubing pipe failure while performing interventions in oil and gas wells. Through the use of reasonably accurate computer modeling, the industry has seen a marked reduction in the number of pipe failures associated with material fatigue caused by the constant plastic deformation occuring during pipe-tripping operations. Similarly, the judicious practice of employing off-line pipe-quality inspection tools, as well as the availability of real-time monitoring of pipe geometry through a variety of devices has contributed to a more predictable and more favorable pipe performance. A study of root causes for coiled tubing (CT) pipe failures during a 5-year period indicates that a substantial percentage of incidents were attributed to human error. This type of incident involves the application of excessive overpull, resulting in pipe necking or complete parting of the pipe because of tensile failure. Similarly, too much snubbing force will cause pipe buckling and compressive failure. Both have the undesirable result of a damaged CT string (at best) or a compromised well control security (at worst). Using a properly trained and fully competent crew can minimize such events. However, the arduous and stress-filled nature of live-well CT operations will limit the elimination of this human element. This paper presents an effective means for eliminating the possibility of human error becoming a factor in conditions that could result in a pipe failure during normal CT operations. Through the incorporation of a specialized system in the coiled tubing unit controls, a safety device is put in place to provide a shutdown feature when specific job-designed setpoints are exceeded. This paper provides a discussion of the features and capabilities of such a system. It cites details of recent experiences demonstrating the benefits with use of the device in actual CT interventions. Introduction In the last decade, the oil and gas industry has witnessed continued technology innovations in conjunction with CT use. Primary drivers for this development include tougher wellbore conditions and more complex intervention objectives. The impact of operating failures (OF) during execution of these high-technology CT interventions becomes more critical. These OFs can be the direct result of equipment failure, procedural inadequacy, product incompatibility, failure in the service organization, and human error. Seldom can the root cause be attributed to a single factor, and is often a combination of these mechanisms. Overall systems improvement and better service quality (SQ) can only be obtained through an investigation of all failures associated with CT well interventions. Failure of CT strings continues to be a recurring issue whenever the subject of OFs is discussed. Based on a study of operating data, a common root cause is human error, although other contributing factors are also in play. To mitigate the human error element contributing to an undesirable outcome, a specialized control system has been incorporated in the coiled tubing units of a major service provider. Statistics gathered during a 5-year period, from 2001 to 2005, is presented to determine if this has been effective in reducing the number of OFs attributed to this causation profile.

TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractThe pace of activity, maturing profiles, incoming workforce expectations, and increasingly focused requirements on the industry's well intervention needs, is demanding a new approach to building human capital. Today's challenge is to build the required expertise in a fraction of the time previously available. This paper will provide an overview of current and future skill requirements to determine the most effective way to develop those skills, and a review of on-going programs to develop the required skill levels. Additionally, a review will be completed on the current learning tools as well as the integration of those tools in a comprehensive and accelerated development program.