Employing Lean Practices in Well and Reservoir Management to Optimize a Thermal EOR Development, Sultanate of Oman

Shaqsi, Khadija Al (Petroleum Development Oman LLC) | Alwazeer, Abdullah (Petroleum Development Oman LLC) | Belghache, Abdesslam (Petroleum Development Oman LLC) | Mawali, Shaikha Al (Petroleum Development Oman LLC) | Sawafi, Marwan Al (Petroleum Development Oman LLC) | Aulaqi, Talal Al (Petroleum Development Oman LLC) | Bulushi, Badriya Al (Petroleum Development Oman LLC) | D'Amours, Kevin (Petroleum Development Oman LLC) | Yahyai, Ahmed Al (Petroleum Development Oman LLC) | Yazidi, Rashid Al (Petroleum Development Oman LLC) | Hilali, Ali Al (Petroleum Development Oman LLC) | Zaabi, Yousuf Al (Petroleum Development Oman LLC) | Hinai, Jaifar Al (Petroleum Development Oman LLC) | Mujaini, Rahima Al (Petroleum Development Oman LLC) | Gheithy, Ali Al (Petroleum Development Oman LLC) | Bettembourg, Solenn (Shell Kuwait LLC)

OnePetro 

Abstract

This paper describes how the deployment of multiple Lean projects by Petroleum Development Oman's Thermal Well and Reservoir Management (WRM) team has resulted in significant cost savings, in terms of efficiency and oil production.

WRM teams are an integrated group within production assets, comprising of petroleum, process engineers, operations staff and well services. Supported by data acquisition and interpretation, the teams are responsible for operating and optimizing the field.

Historically, Petroleum Development Oman's Thermal WRM team faced some challenges such as data access and activity processing including pattern reviews, Cyclic Steam Stimulation (CSS) planning, business planning and operational routine activities such as fluid levels. In addition, key surveillance activities suffered from delays and data interpretation inaccuracy. The above resulted in significant time inefficiencies and deferred oil production.

The continuous improvement initiatives started in 2015 with a particular focus on improving thermal WRM process. A deployment plan was created starting with identifying the need and clarifying the required steps to earn the Lean status as defined in PDO. Lean Management System (LMS) was defined followed by awareness sessions. These initiatives resulted in the identification of many opportunities for continuous improvement and Lean initiatives.

Multiple improvement areas were identified against a set of measured baseline conditions. The following projects were selected for Lean:

Integration pattern reviews improvements.

CSS optimization by monitoring key reservoir management indicators.

Reduction well intervention cycle time in CSS.

Exception based automation of reservoir surveillance tools.

Visualization of CSS workflow and efficiency enhancement.

Production forecast automation.

Automation fluid level above pump for well optimization.

Four of the above projects were successfully completed in 2016 and 2017, with the remaining were completed in 2018. Below are highlights of implementing Lean projects in PDO:

Estimated 70% manpower time saving.

Approximated 5% incremental oil gain.

Anticipated 42% reduction in unscheduled deferment.

Confirmed 80% waste reduction in overall forecasting, CSS workflow and steam flood monitoring process.

Eliminated the need for manual fluid level shots, reduced HSE exposure due to travel.

Improved tracking of CSS activities reduced operational errors. A thermal economic dashboard was also introduced to rapidly identify sunk costs, minimize Unit Technical Cost and improve Cash Flow.