Search citation statements
Paper Sections
Citation Types
Year Published
Publication Types
Relationship
Authors
Journals
Roller cone bit design practices that focus on improving gauge durability have resulted in heavily reinforced and rugged, but highly inefficient, cutting structures. This dilemma prompted an in-depth study of the cutting mechanics in the corner of the borehole. The study consisted of a review of gauge cutting structure design and kinematics, laboratory testing with individual cutting elements to determine cutting forces and full-scale simulator and field tests. The work not only confirmed the original supposition, but led to the development of a novel, patented gauge cutting structure that is more aggressive, faster, and at least as durable and wear resistant as conventional designs. Introduction The overriding concern for the gauge-holding ability of roller cone rock bits has produced designs in which the maximum number of highly wear resistant tungsten carbide heel and gauge inserts are brought into conformal contact with the borehole wall to reduce contact stress and wear rate. Polycrystalline diamond enhanced inserts are used to further enhance wear resistance. A fundamental design assumption holds that in harder and more abrasive formations the back surfaces of rock bit cones simply slide along the borehole wall to smooth out the rough surfaces on the periphery that are generated by the crushing action of the inserts on the face of the bit. While this assumption may be true in brittle formations under atmospheric pressure where an insert generates a crater many times its own volume, it does not hold true under downhole pressure or in tougher, more plastically behaving materials. Under these conditions, the volume generated by an insert indentation is at most equal to the volume of the insert at the level of greatest penetration. Substantial amounts of uncut material remain between craters, of which only a small amount is removed by the gauge inserts. Most of the remaining formation has to be ground up and crushed in a highly inefficient manner by the steel cone shell. P. 241
Roller cone bit design practices that focus on improving gauge durability have resulted in heavily reinforced and rugged, but highly inefficient, cutting structures. This dilemma prompted an in-depth study of the cutting mechanics in the corner of the borehole. The study consisted of a review of gauge cutting structure design and kinematics, laboratory testing with individual cutting elements to determine cutting forces and full-scale simulator and field tests. The work not only confirmed the original supposition, but led to the development of a novel, patented gauge cutting structure that is more aggressive, faster, and at least as durable and wear resistant as conventional designs. Introduction The overriding concern for the gauge-holding ability of roller cone rock bits has produced designs in which the maximum number of highly wear resistant tungsten carbide heel and gauge inserts are brought into conformal contact with the borehole wall to reduce contact stress and wear rate. Polycrystalline diamond enhanced inserts are used to further enhance wear resistance. A fundamental design assumption holds that in harder and more abrasive formations the back surfaces of rock bit cones simply slide along the borehole wall to smooth out the rough surfaces on the periphery that are generated by the crushing action of the inserts on the face of the bit. While this assumption may be true in brittle formations under atmospheric pressure where an insert generates a crater many times its own volume, it does not hold true under downhole pressure or in tougher, more plastically behaving materials. Under these conditions, the volume generated by an insert indentation is at most equal to the volume of the insert at the level of greatest penetration. Substantial amounts of uncut material remain between craters, of which only a small amount is removed by the gauge inserts. Most of the remaining formation has to be ground up and crushed in a highly inefficient manner by the steel cone shell. P. 241
M.J. Fear, SPE, BP Exploration Company (Colombia) Ltd. Abstract A method has been developed that identifies which factors are controlling rate of penetration (ROP) in a particular group of bit runs. The method uses foot-based mud logging data, geological information, and drill bit characteristics, to produce numerical correlations between ROP and applied drilling parameters or other attributes of drilling conditions. These correlations are then used to generate recommendations for maximising ROP in drilling operations. Introduction The time devoted to drilling ahead is usually a significant component of total well cost. On wells drilled by BP Exploration (BPX) in the last 5 years, this "rotating time" has accounted for 10-30% of the dryhole cost of the well. Because this rotating time is directly and inversely proportional to the ROP achieved by the drill bit, bit penetration rate has considerable significance in both control of drilling costs, and scope for cost reduction. Despite this, the interaction between the drill bit and rock, and the ROP that results; remains a part of the drilling process that is not particularly well understood in any level of detail. Other drilling phenomena, such as torque/drag behaviour, or the expected directional response of a bottomhole assembly, are typically managed with the aid of quantitative models, which have been validated against real well data and now offer a substantial improvement in understanding and reduction in uncertainty. Such tools are conspicuously absent from planning or analysis of bit performance. In the operational phase of drilling, similar uncertainty over expected ROP clouds decisions on which bit types to select, whether downhole motors or turbines could improve ROP, and which drilling parameters or bit nozzle arrangements would be most effective in maximising ROP. The contribution that intuition typically makes to these decisions testifies to the inability of drilling data or predictive models to provide anything more substantial. Against this background of commercial incentive and technical difficulty, BPX is involved in the development of methods which can be used to raise drill bit ROP. This paper describes one such method, and its application and benefits to a drilling operation. Background to the method Table 1 lists a number of factors which have been either proposed or observed to affect ROP. The number of factors is substantial, reflecting the complexity of the bit-rock interaction. This is compounded by observations that show significant inter-dependence between some of these variables, and non-linearity in some effects. Laboratory studies and modelling have however cast some light on how this complexity originates. First, how ROP responds to changes in drilling variables has been shown to depend strongly on the properties of the rock being drilled. In permeable rocks for example, overbalance pressure influences ROP, while this gives way to a dependance on bottomhole pressure as permeability decrease. Even overbalance pressure itself appears subject to dynamic influences as the bit advances, either via filtration effects on pore pressure in the zone being cut by the bit teeth, or stress effects on pore pressure around the wellbore. Bit cleaning problems while drilling hydratable formations in water based drilling fluids may also override the normal benefits of mechanical drilling parameters to ROP, so that rock mineralogy and drilling fluid chemistry are obviously significant "environmental" factors. These cleaning effects are though influenced by bit design and jet nozzle arrangement. In all, rock properties that influence bit response appear to include at least mineralogy, strength, density, porosity, and permeability. Given that these properties are not generally quantified while drilling in the field, it is not surprising that variations in ROP may be difficult to understand. Second, the effects of mechanical and hydraulic variables may also be intimately inter-dependant, so that the response of ROP to each of higher weight on bit (WOB), rotary speed and flow rate may vary with levels of the other parameters.
IADC Member Abstract The last five or six years have witnessed a revolution in well construction contracting practices. However, performance has continued to evolve incrementally instead of showing the step change that was predicted by those who advocated such a radical change. There are a number of factors that are likely to have contributed to this situation. The review presented here suggests that the major problem stems from a shortcoming in the way alliance teams are built. It is suggested that a single coherent structure which joins business process, performance measurement and organisational structure into the delivery of an end result will produce the desired step change in performance. Exceptional performance cannot be delivered through structure and process alone. Effective teams require inspired leaders who are capable of directing the team's energies towards challenging, yet achievable, targets. Introduction "Alliancing", "Partnering" or "IES Contracting" agreements are routinely justified because they are expected to yield a step change in performance. But in many cases no marked improvement is observed. This situation may have a number of causes:–reluctance to delegate control to the well construction team stemming from non-aligned business drivers–failure by the team to demonstrate a capability to take responsibility.–internal working of the teams resembling the practices associated with traditional business as usual–transferring of oil company staff, with their traditional values and behaviours intact, into the service sector–lack of overall understanding, training and awareness on the part of service company personnel to perform the integration functions of the oil company engineers.–excessive and inefficient diversion of management time and energy from operations into team building activities, organisational process initiatives, discussions on risk and reward and negotiating performance standards for incentive schemes. If these observations are the explanation for the lack of step-change performance improvement, then they point to a fundamental flaw in the way that well construction teams are built and managed. The problem is further compounded by unconfirmed rumours from recent benchmarking studies that appear to support the proposition that "Business as Usual" operators have improved faster than those with Alliances. An examination of Operators running their operations through alliances or in a traditional manner reveals four very interesting conclusions:–some alliances deliver extraordinary performance and so do some traditional organisations, Gomersall, Henderson, Minge.–those teams that do deliver extraordinary performance are lead by inspired leaders, rather than managers, Henderson.–the successful leaders focus the entire energy of their teams on delivering results with maximum efficiency, Minge.–there seems to be little correlation between the business outcome and the contracting scheme. This paper describes how these problems can be addressed by creating a structure that aligns responsibilities with business goals. The resulting scheme simultaneously defines the shape of the organisation, the associated performance measurement system and the processes needed to deliver the well. Analysis of the Problem Some of the best and most innovative business solutions are delivered through teamwork. Considerable time and attention is invested in team-building at the start of a new project. P. 27
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
customersupport@researchsolutions.com
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.