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

Wardt, John de

doi:10.2523/27476-ms

Cited by 8 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

Thorogood

Hovde

Loefsgaard

2000

SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production

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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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Application of Toyota's Principles & Lean Processes to Reservoir Management: More Tools to Overload the Toolbox or a Step Change in Our Business?

Allan¹,

Gold²,

Reese³

2013

SPE Western Regional &Amp; AAPG Pacific Section Meeting 2013 Joint Technical Conference

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Aera Energy LLC was formed in 1997 to be a low cost operator and producer in California. However, the low oil price in 1998-1999 forced an examination of all operations in the office and in the field. Cutting costs, better timekeeping, or reducing the scale of operations would not be sufficient without a step-change gain in efficiency. This step-change gain came from using principles and concepts developed in the automobile and construction industries. Toyota's twin pillars of just-intime production and the ability of anyone to stop production rather than pass-on defects, coupled with level-loading of work processes, and reducing waste were introduced. Toyota's principles were enhanced by the addition of Last Planner concepts developed for the construction industry. When both were implemented for reservoir characterization and reservoir development work, significant process improvements resulted. The resulting improvements are now being used throughout the company to improve quality by removing waste and reducing errors, to measure processes, and to improve cycle times.The unconventional diatomite reservoirs and oil sand reservoirs at the giant Belridge field produce 63,000 BOPD from 5,200 producing wells and 2,000 injection wells. The many drilling, completion, and workover rigs have a constant appetite for new wells. To maintain production and cost targets, everything in the office has to run reliably and efficiently at all times, plus support field operations.Different aspects of Toyota's principles and Lean manufacturing are illustrated using reservoir characterization project work, day-to-day reservoir surveillance, and the development work needed to plan and schedule new wells. The processes and projects typically have multiple customers and suppliers-internal and external. Everyone, including knowledge workers, needs to work as a single system with a manufacturing mentality and to strive for continuous improvement.

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

Cited by 8 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

Application of Toyota's Principles & Lean Processes to Reservoir Management: More Tools to Overload the Toolbox or a Step Change in Our Business?

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