LEAN Methodology in a Long Term Velocity String Campaign, a Step Forward in Snubbing Operations

Romero, Javier; Janusz, Norbert; Farei, Ibrahim Al

doi:10.2118/176766-ms

Cited by 3 publications

(5 citation statements)

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“…Well testing units and its operations also improved (Castiblanco, 2017). Drilling and operator's players also experienced some improvements in this same context (Rawlins et al, 2012;Romero et al, 2015;Kindi et al, 2016;Basbar et al, 2016).…”

Section: Ijlss 112mentioning

confidence: 85%

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Evaluation of value stream mapping (VSM) applicability to the oil and gas chain processes

Lobo

Calado

Conceição

2018

IJLSS

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Purpose Lean approach has overcome the boundaries of the automotive and manufacturing industry and has achieved many different sectors of the economy, including services. In this context, this paper aims to investigate the applicability of value stream mapping (VSM) tool in processes of the oil and gas chain. Also, this paper investigates if there is a specific framework currently being used by organizations belonging to this chain to map the value stream of its processes. Design/methodology/approach A detailed systematic review of the literature is done by using a set of relevant keywords based on peer-reviewed journal articles and conference papers available in the Scopus database, analyzing data from 2012 to 2017. Content analysis methodology involving a four-step process (identification, screening, eligibility and inclusion) suggested by Moher et al. (2009) was adopted for this study. Findings The number of studies in literature on VSM applicability to the oil and gas chain processes is low when compared to studies regarding the application of lean tools and methods in general in this area. Also, there is no specific framework that has been used by the oil and gas chain companies to carry out the VSM, which is a research gap that can be further explored. Research limitations/implications Sample size for this research consists of 42 studies, thereby limiting the generalizability of the research studies. However, the analysis presented in this paper was based only on Scopus database, which is a remarkable and broad base, which provided robustness to the data found. Practical implications Practicing managers of oil and gas chain who are planning to transform their processes can use the VSM for it. Researchers can explore the research gap found in this study and develop a specific framework to implement VSM in the oil and gas chain processes. Originality/value This is the first paper to evaluate the VSM tool applicability to the oil and gas chain processes based on an systematic literature review and understand if this is possible and if there is a specific framework to carry out this task.

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Section: Ijlss 112mentioning

confidence: 85%

“…The pressure to reduce costs and improve their efficiency push them to look for the lean tools. One of the most used tools for them was the VSM, especially in the wells exploration processes management processes (Romero et al, 2015;O'Reilly et al, 2016).…”

Section: Ijlss 112mentioning

confidence: 99%

Evaluation of value stream mapping (VSM) applicability to the oil and gas chain processes

Lobo

Calado

Conceição

2018

IJLSS

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“…There is no elucidation of research methodologies or descriptions of how certain lean techniques are put into practice. For instance, Romero et al (2015) and Rawlins et al (2012) asserted the advantages of using value stream mapping (VSM) without elaborating how it can be applied in the cases mentioned. Similarly, Mustapha et al (2012) referred to the use of single-minute exchange of die (SMED) but failed to describe its practice.…”

Section: Descriptive Analysismentioning

confidence: 99%

“…Tønnessen et al (2015) described the application of VSM in a field development project in the North Sea to determine the main steps in the project's processes, estimate the time required for completion of each step, identify wastes that might cause delay and cost overruns and determine opportunities for improvement. Allan et al (2013) used process mapping to reduce waiting time in an infill development program, whereas Romero et al (2015) and Popa et al (2005) used VSM in a well intervention program. Ratnayake and Chaudry (2015) used VSM in the valve requisition process, which results in standardization and reduction of documentation.…”

Section: The Use Of Lean Tools and Techniquesmentioning

confidence: 99%

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Adoption and implementation potential of the lean concept in the petroleum industry: state-of-the-art

Rachman

Ratnayake

2019

IJLSS

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Purpose A systematic literature review is performed to reveal the state-of-the-art in the implementation of lean principles in the petroleum industry. This paper aims to generate a conceptual framework and reveal research gaps with respect to lean concept application in the petroleum industry. Design/methodology/approach After formulating research questions, the search strategy is generated, followed by data extraction, literature review and synthesis of the results. The search covers any studies in peer-reviewed scientific journals and conference proceedings in the period 1990-2017 that discuss the implementation of the lean concept in the petroleum industry. Findings The lean concept has been used to improve operational and technical aspects, contractor/supplier relationships, team organization and project management practice in the petroleum industry. Based on the literature review, a conceptual framework is generated comprising four main elements: leadership and commitment from management, employee involvement, cooperation and trust with contractors/suppliers and lean project management. These elements are the pillars that are founded on lean philosophy and principles to support technical/operational improvement in the organization. The types of literature identified indicate that the subject of the study is still immature. Research limitations/implications This study focuses only on the upstream sector of the petroleum industry, which restricts the generalizability of the results to midstream and downstream businesses. Practical implications This paper provides knowledge and information regarding the current state of lean implementation in the petroleum industry. The developed conceptual framework provides general guidance for practitioners regarding lean implementation in the petroleum industry, and is also expected to support research on theory building. Originality/value Few studies have discussed the application of the lean concept in the petroleum industry. This paper contributes a platform for researchers and practitioners to comprehend how the lean concept has been applied in the petroleum industry, and provides a foundation for further studies on lean implementation in the petroleum industry.

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Value of LEAN Mentality with Trailer Mounted Well Test Unit in the Sultanate of Oman

Castiblanco¹

2017

Day 3 Wed, November 15, 2017

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LEAN originated with Toyota in Japan as a means of driving efficiency across the value chain by making often small-scale changes and has since been further refined into a system used by businesses across the world aiming to do more for less. PDO first piloted the LEAN approach in 2009 and has since rolled it out across all aspects of the business, streamlining work procedures, reducing bureaucracy, eradicating inefficiency, avoiding duplication of activities and eliminating waste. To facilitate the adoption of the LEAN culture, PDO developed a training program for the workforce. Relevant training courses such as LEAN Basics, LEAN Manager and LEAN Practitioner were launched. Most of the company received LEAN Basics training. Managers attended the LEAN Manager course, while selected candidates that had an identified high value LEAN project that could be implemented, attended the LEAN Practitioner course. The training courses reached all levels of the company facilitating implementation of the LEAN projects, but most importantly, the upskill of the workforce empowered them to actively look for ideas on how to work in a LEAN way. In addition to the main LEAN projects that required a certified LEAN practitioner for implementation, PDO encouraged people to come forward with LEAN ideas through a Continuous Improvement platform. Some of the Continuous Improvement ideas could be very easily implemented by the same people that came up with the idea while others would require involvement from higher management for implementation. The Continuous Improvement ideas are tracked by department. The cost saving and/or time liberation of each idea is recorded and monitored monthly, which has helped make it visible to all levels of the organization how everyone can contribute in a very critical time of the Oil and Gas industry. This paper describes the step change in operating costs for Well Testing Operations by adoption of the LEAN way of thinking in the Well Engineering department of PDO in the Sultanate of Oman.

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LEAN Methodology in a Long Term Velocity String Campaign, a Step Forward in Snubbing Operations

Cited by 3 publications

References 0 publications

Evaluation of value stream mapping (VSM) applicability to the oil and gas chain processes

Evaluation of value stream mapping (VSM) applicability to the oil and gas chain processes

Adoption and implementation potential of the lean concept in the petroleum industry: state-of-the-art

Value of LEAN Mentality with Trailer Mounted Well Test Unit in the Sultanate of Oman

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