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Abstract BP's Gulf of Mexico (GoM) Operations have determined that the reduction of oil-on-cuttings (OOC) from 14% to less than 6.9% would provide the best opportunity to minimize the environmental impact of drilled cuttings discharge base on currently available technologies. Meeting the GoM NPDES environmental regulations, while simultaneously improving drilling performance drove the implementation of a Performance Fluids Management (PFM) process. Created within BP, PFM is a management process that integrates fluids and waste management. The new GoM cuttings discharge regulation (max 6.9% oil on cuttings) was met without adversely impacting drilling operations, while also reducing fluid cost by 8% ($3.5 MM) in 2001. This paper discusses the development and application of the PFM process. The authors will present the key components of PFM, which include implementation of a common format for fluid management programs, end-of-well recaps, a weekly PFM report capturing agreed upon performance targets, the PFM audit process, skill assessment for fluids and PFM engineers, and a model to predict accurate PFM cost/volumes generated. The PFM process has been implemented in Colombia, Bolivia and Argentina where it delivered similar savings. The process currently is being implemented in Trinidad. The process is applicable to wells in excess of $7โ10 million total cost. The potential fluid cost reduction associated with a global PFM implementation will be around 10โ15% ($20โ25 million/year). Introduction Performance Fluids Management, or PFM as it is known by the acronym, is BP's worldwide management system for integrating drilling fluids, completion fluids, solids control, waste management and waste disposal. More than a bundling of services, PFM integrates the total fluid services into the goals of the total project. The purpose of PFM is to provide a culture of continuous improvement. This system was developed in Colombia in 1997 as a response to rising drilling costs. The Performance Fluids Management system implemented in the area focused on reducing non-productive time and the amount of waste generated onsite. Since its implementation, the PFM system has reduced the total fluids related costs by $750,000 per well in Colombia and reduced waste volumes by 41%. In 2001 PFM was successfully implemented in the deepwater area of the Gulf of Mexico. Initial results show an 8% reduction in operating cost. Successful implementation of the process required cooperation and teamwork from both BP and the fluid service provider. In some cases PFM required changes in work habits and culture, which do not occur over night. However, incremental behavior changes can be managed over a few months to allow everyone to embrace the new process. Once the system is in place, and improvement begins, the change to PFM gets easier. The PFM drivers are:Improve drilling performance QA/QC in fluids / waste management and environmental impact Delivery of high value from drilling fluids and waste management contractors Ability to track and measure performance Implementation of a common format for fluids and waste management programs Key Elements for a Successful Implementation of PFM Process While teamwork between the operator and service supplier is crucial, at the end of the day PFM should be a process that resides within the service company. Nevertheless, it requires support and understanding from the operator for its implementation. Since PFM requires modifying habits and current work processes, several things are needed prior to beginning the implementation of Performance Fluid Management.
- South America (1.00)
- North America > United States > Texas (0.28)
- Water & Waste Management (1.00)
- Energy > Oil & Gas > Upstream (1.00)
- Government > Regional Government > North America Government > United States Government (0.48)
Abstract The Indonesian government has a goal to reduce 834 million-tons CO2e emissions by 2030 with 314 million-tons CO2e portion coming from the energy sector. A significant contribution is required from all aspects of the energy sector, including Directional-Drilling (DD) & Measurement/Logging-While-Drilling (M/LWD) activity which traditionally deploys human resources for field execution. With the governmentรขโฌโขs increased hydrocarbon lifting target, an innovative approach is needed to keep the field carbon footprint low while still maintaining DD-M/LWD operational excellence. Performance-Live is a digitally collaborative service that enables live remote-control of wellsite operations to optimize task distribution between the well site and town thus boosting operational efficiency. As a solid foundation to execute these remote operations, highly skilled Performance-Live Engineers (PLE) are centralized in a Performance-Live Center, monitoring several rigs in parallel, while multiskilled DD-M/LWD Cross Trained (DDX) who are fully competent to handle both competencies are staffed at the well site. This collaboration can be seamlessly achievable by leveraging elevated digital peripheral systems such as advanced, automated internet technology and support centralized in the main Java island to enable robust connectivity. Flexible strategies for remote-operations implementation play a significant role in sustainability. In one of the land projects in Indonesia started from Q3 2020 until Q4 2021, 31 wells are drilled successfully using the Performance-Live service. This reduced headcount from 4 personnel to 3 personnel on board (POB) resulting estimated total of 3.52 metric tons of CO2 emission reduction. Another offshore pilot project in Indonesia for the one-month trial duration in 2021 with the same strategy resulted in the reduction of estimated 0.20 metric tons of CO2 emission. In one of the special projects in the same offshore area, an innovative open-hole drilling using Hydraulic Workover Unit (HWU) is implemented using Performance-Live and combined cabin container unit for DD-M/LWD-Mud Logging as full team collaboration. During this 5-months project, this single combined cabin unit enabled 4 field personnel reductions resulting estimated 4.01 metric tons of CO2 emission reduction. The continuity of this service in Indonesia can be potentially developed by further reduction from 3 to 2 POB (2x DDX with 2x PLE) which may result in double of the CO2 emission reduction, and a pre-prepared BHA model which will minimize POB rig days to reduce further estimated of 18% CO2 emission. This paper presents how the Performance-Live Remote-Operation model contributes to long-term sustainability goals, quantifies the amount of carbon footprint reduction, and speeds up the race toward net zero emissions future accomplishment in Indonesia. This paper will also present strategies for building a digital ecosystem for remote-operations implementation, challenges encountered, and optimization opportunities. DD-M/LWD remote-operations implementation in Indonesia has thus far been successful and will continue expanding to align with the governmentรขโฌโขs net-zero goal.
- Energy > Oil & Gas > Upstream (1.00)
- Government > Regional Government > Asia Government > Indonesia Government (0.68)
- Information Technology > Communications (0.49)
- Information Technology > Architecture > Real Time Systems (0.47)
Case History: Automated Performance Measurement of Crews and Drilling Equipment
Andersen, Ketil (StatoilHydro) | Sjowall, Per Arild (StatoilHydro) | Maidla, Eric Edgar (Nexen Data Solutions Inc.) | King, Buddy (Nexen Data Solutions Inc.) | Thonhauser, Gerhard (TDE Thonhauser Data Engineering GmbH) | Zollner, Philipp (TDE Thonhauser Data Engineering GmbH)
Abstract This paper describes the development and implementation of a unique new capability to automatically measure the performance of drilling crews, drilling equipment and downtime. The methodology and supporting technology make it possible to carry out a detailed comparison of the performance of equipment and crews across a large number of installations. The system was tested on 8 drilling units (fixed and mobile) in the North Sea. When the data is analysed and plotted as a histogram (frequency against time taken for each task) the information provided gives:The management a process to select the best supplier based on the performance of its equipment when compared to the technical limit of that equipment. The crews the most consistent and efficient way of working (best practice). The management an automated measuring tool to set and follow up the targets for crew performance. A tool that makes 'hidden down time' visible, so appropriate actions can be taken to improve performance. A process to see if operations can be eliminated or considerably reduced in time (reaming, circulating, etc). When it comes to crew handling of the equipment the results show a performance improvement of 30%. There are potential time savings of between 40 to 60% in some individual drilling tasks such as slip to slip connection times and weight to weight connection times. This is achieved by performing each operation in a more efficient and consistent way. Optimizing a number of identified KPIs for drilling, including tripping and casing running times, shows a potential saving of between 8 to 15% of the total well construction time. Automated Drilling Performance Measurement (ADPM) has been proven in over 30 wells on 8 rigs in the North Sea. This paper also describes the implementation strategy and approach including the elements of the change management and training that are required to implement this new drilling performance process. Introduction One of StatoilHydro's objectives is to increase the number of wells delivered into production each year. It is the company's aim to reverse the dropping trend, shown in Figure 1, where drilling performance measured in meters per day for European wells, as reported by Rushmore, has dropped in the last 3โ4 years. Our goal for the future must be to exceed the best performance delivered in any previous year.
- North America > United States (0.93)
- Europe > United Kingdom > North Sea (0.45)
- Europe > Norway > North Sea (0.45)
- (2 more...)
- Information Technology > Data Science (0.69)
- Information Technology > Architecture > Real Time Systems (0.48)
- Information Technology > Artificial Intelligence (0.47)
Operational Excellence OE - The Catalyst for Top Quartile Drilling Performance
Tajuddin, Muhammad Taufiq (PETRONAS Carigali Sdn Bhd) | Tajuddin, Ahmad Wazini Ahmad (PETRONAS Carigali Sdn Bhd) | Yusmar Mat Yusof, Wan Zul Atfi (PETRONAS Carigali Sdn Bhd) | Rusli, Adi Rusnoor (PETRONAS Carigali Sdn Bhd) | Tuah, Joroji (PETRONAS Carigali Sdn Bhd) | Hassan, Mohamad Salman (PETRONAS Carigali Sdn Bhd) | Nazaruddin, M. Saufee (PETRONAS Carigali Sdn Bhd) | Norazman, Norashraf (PETRONAS Carigali Sdn Bhd) | Rashid, Mohd Fakhrin A. (PETRONAS Carigali Sdn Bhd) | Zain, Siti Nur Mahirah M. (PETRONAS Carigali Sdn Bhd)
Abstract This paper discusses on the introduction of Operational Excellence (OE) implementation during drilling operation. It highlights the culture of continuous learning and communication between all parties prior and during executing a specific operation. This resulted in noticeable improvement throughout the drilling campaign. Operational Excellence (OE) is an initiative that has been introduced to enhance the drilling performance in meeting the goal of drilling to technical limit. It comprises of continuous communication and teamwork between operator and service providers. This process is a continuous circle which begins with preparing the Standing Instruction for Driller (SID) which will then be reviewed during the Drilling Well on Paper (DWOP) session and prior to executing the job. Upon completion of the job, After Action Review (AAR) will be conducted where best practices and improvement would be identified to be captured in the database for the lesson learned which will be incorporated in the next operation. The success of this initiative can be highly reflected by the improvement of the drilling performance throughout the drilling campaign. The first 2 wells (new slot & side-track well) was used as the baseline drilling performance. In these first 2 wells, Invisible Lost Time (ILT), offline activities opportunity, and many performance gaps were identified during the AAR and Lesson Learn (LL) session. These are then incorporated in the SID during the planning and execution of the following wells. The improvements on the performance of the following wells can be perceived by the drilling Key Performance Index (KPI). The Well Costs Per Foot (WCPF) and Drilling Costs Per Foot (DCPF) improved from 10% below budget to 50% below budget on the last well of the campaign. The Drilling Days Per Thousand Feet (DDPTF) has improved from 40% above the allocated days to 20% below the allocated days. These continuous drilling improvement also improved the Non-Productive Time (NPT) from above 10% to below 1% in the last well of the campaign. The successful of the Operational Excellence (OE) implementation during completing this drilling campaign will become the new culture for planning, designing and executing future drilling operation.
Abstract Since the implementation of the Drilling Performance Department in late 2017, ADNOC Offshore has been able to develop a company performance-oriented culture among the drilling teams. This performance culture is reflected in 25% ILT reduction in 2018 and 12% in 2019. Furthermore, 37 NPT RCA cases were investigated and concluded in 2019, which resulted in 57 actions for tracking and closure. With 5 (five) concessions, 9 (nine) different shareholders, and 39 (thirty-nine) rigs, drilling performance management is challenging. ADNOC Offshore created a centralized Drilling Performance Team to capitalize on this diversity as an opportunity to improve the traditional drilling performance role. This paper describes the team's approach on Drilling Performance and the consecutive result. The team enhances the typical drilling performance role of Key Performance Indicator (KPI) management and reporting by adopting the Performance Opportunity Time (POT) and Root Cause Analysis (RCA) Process. At the same time, the Drilling Performance Team facilitates the flow of information between teams to ensure effective knowledge transfer within such a large organization. The POT concept tackles the well duration reduction through the reduction of Invisible Lost Time (ILT) and Non-Productive Time (NPT). To reduce the ILT, the team took advantage of the extensive technical background in the various drilling teams. Performance improvement initiatives were proposed by taking references from different teams within ADNOC Offshore and evaluating the application in other concession. Other approach is to compare with out-of-company references. For NPT reduction, the innovative approach was to use the HSE Root Cause Analysis (RCA) concept. This RCA process led by the Drilling Performance Team was implemented to standardize the approach and have a systematic investigation analysis. This process resulted in identifying root causes and effective corrective action plans. As per HSE, addressing the root causes of incidents would result in the most significant impact in NPT. This approach also allows an independent and more detailed look on the subjects, where commonly these tasks are done in a limited manner by drilling teams alone with their ongoing operational workload. Finally, results are communicated to the drilling organization through lessons learned portal and technical bulletins.
- Energy > Oil & Gas > Upstream (1.00)
- Government > Regional Government > Asia Government > Middle East Government > UAE Government (0.79)