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Telles, Jose Daniel (Schlumberger) | Kandasamy, Rajeswary (Schlumberger) | Gallo Covarrubias, Rodrigo (Schlumberger) | Camacho, Jacob (Schlumberger) | Costeno, Hugo (Schlumberger) | Mejias, Jose Efrain (Schlumberger) | Alvarez, Francisco (Schlumberger)
Abstract This paper describes a methodology that can be used to estimate the potential value of implementing digital and automation technologies in the well construction process in the context of a complex deepwater environment during the drilling conceptualization phase. This serves as a guideline for those interested in quantifying the value of applying digitization and automation processes, not only to make informed decisions related to investment in drillship or systems hardware and software but as well as performance improvement.
Grishankov, Vyacheslav (Halliburton) | Galimkhanov, Aydar (Halliburton) | Bogdanov, Sergey (Halliburton) | Kharitonov, Andrey (Halliburton) | Tikhonov, Evgeny (Halliburton) | Khalilov, Almaz (Halliburton) | Berezin, Alexander (Halliburton) | Dubrovsky, Maxim (Halliburton) | Tsibulsky, Mikhail (Halliburton) | Suvorov, Anton (RN-Shelf-Arktika OOO) | Netichuk, Igor (RN-Shelf-Arktika OOO)
This document describes the integrated engineering approach and technical solution used to perform a construction project of the first wildcat well in Khatanga subsoil area of the Laptev Sea.
Because of the small scope of performed geological exploration works and the absence of any previously drilled wells within the target area, a low degree of geological knowledge existed for this project. The unique location of the license area eventually complicated the profile of the Centralno-Olginskaya 1PO wildcat well and the logistics on the peninsula, consequently affecting the planning and performance of the project.
In these conditions, RN-Shelf-Arktika OOO and Halliburton encountered a range of challenging tasks associated with high quality planning and safe performance of the expected work scope within the planned timeframes. Other challenges encountered included fulfilling all geological tasks required to reduce expenses and developing technological and organization solutions for the subsequent construction of wells and the discovery of a new oilfield in the Eastern Arctic.
Because of the low level of geological knowledge about the territory, the operator regularly assigned new geological tasks. These changes eventually resulted in a longer wellbore (5530 m, rather than 4200 m), increased scope of geological activities (a longer coring interval of 156 m, rather than 90 m), and well design changes (five casing strings, rather than four).
To ensure the fulfillment of the required tasks, the completion of the project was based on an integrated approach for the integrity of the proposed technological and organization solutions, high quality of planning, and risk management and application of advanced technologies. This approach ensured 100% fulfillment of the geological objectives within the established timeframes and helped to develop a map of lessons learned with recommendations to optimize time and costs in the construction of future wells at the new field. Because of the project remoteness and challenging climate conditions, the well construction cost is the key factor for efficient field development (
Abu Dhabi National Company for Onshore Oil Operations (ADCO) is expanding their operation in terms of increasing the production quota by drilling more wells with working over the existing wells. Therefore, the demanding to increasing rig fleet and activities is one of the important milestones in Drilling Division in ADCO. It is very critical and complex challenging to mobilize and start up with new drilling rigs. This process have an impact of a high cost and risk to any Oil and Gas company's business, so all the mitigations and risks should carefully be observed, taken and planned ahead prior each stage of ADCO New Rigs Start up project. Three main stages are considered after defining the specifications of the required drilling rigs. They are (1) construction, (2) commissioning and (3) start-up. Different risks and Challenges involved in each stage of the ADCO New Rigs Start up project process such as delays during any stage of the project which have a great impact on delivering the rigs as per the planned frame work therefore, delays in delivering the company business plan. This paper will express the challenge of having delays causing high impact in company business plan, however, the higher risk is always safety related. In addition of illustrating safe start-up is always considered the priority and focus through all project stages for achieving Zero-Harm target. 2 SPE/IADC 166707
SPE Applied Technical Workshop, held in Vail, Colorado, USA, July 16-18,2012 Executive Summary Automation in drilling and completion operations is coming quickly, and itsrapid adoption will leave many industry players behind if they are not aware ofthe future it will bring. Advances in control and automation of the wholedrilling and completion processes will increase improvements in safety,performance, quality, reliability, consistency and interoperability. Thisprogressive application of automation will also create shifts in skills andcompetencies, and transform the role of the driller, rig crew, and servicespecialists along the way. Advances in automation are being made on multiplefronts today, and many lessons are available from its adoption in otherindustries and the transformation it afforded in the 1990s. This workshop imparted important lessons learned from these other industriesas well as provide an update on the latest automation developments. Itrecognized the future applications within the oil and gas industry of suchtechnologies as robotics, machine learning, and autonomous task performancewithout continuous human guidance, along with the speed with which thesetechnologies can be applied. The business case for automation was highlighted by drilling industrypractitioners. It is anticipated that systems integration will enableplug-and-play between downhole and surface tools and machinery. It isanticipated that operators will begin to specific automation in theircontracting documents. Automation will solve the current situation whereby thedriller is overloaded with inputs and tasks. Automation projects require amulti-skilled team that includes well engineering, process automation control /optimization and information technology. There is a significant division around the need to implement standards forinteroperability. Essentially, standards were the key to enable islands ofautomation to interconnect when industrial automation significantly ramped upin terms of implementation. These standards are universal and areavailable for adoption by drilling systems automation. Advanced roboticspractitioners warn that standards can be a barrier to true innovation whileendorsing standards that promote collaborating systems. The level ofautomation must clearly match the need for rapid reaction closed loop controland not superimpose itself on strategic tasking. Graphical system designtools are available to assist in the development of autonomous controlsystems. Offline programming can significantly reduce the lead time todevelop and implement robotic systems. The human factors impact on automation is multi-faceted. A lot of the issuesrelate to the human interaction with an automated system and how conditioninformation is relayed to the human in such a manner that an appropriateresponse follows. A significant amount of expertise is available to identifyand address the issues as an automated system is developed. Real timemonitoring systems are being developed that ensure human and automated actionsare effective and auditable. Furthermore, the selection of the level ofautomation and skilled operator interaction must be defined based on the worksystem being automated. Critically, the operator workspace must be designedergonomically to reduce stress from environmental effects and to displayeffectively the information required through content / layout enhancements. The workshop participants collectively agreed that there will be a big jumpforward in automation of well construction in the next 5 to 10 year time frame.The primary application of autonomous systems will occur on multi well landlocations where the drilling machines will become purpose designed for stagesof the well construction operation. Interoperable systems will becomeplug-and-play; overall program management will be provided by remote controlcenters. The faster time line will be achieved through champions of automationobtaining funding for pilot projects. Automation contributes to improveddrilling efficiency, a safer work environment and increased access tohydrocarbon reserves.
Abstract A jackup-drilling rig drilled seven exploration wells in the U.K. and Norwegian sectors of the North Sea during a two-year drilling program. By using sublet well commitments and assignments, the rig was secured in a very tight rig market. The drilling rig was shared between two Amoco (now a part of BP) business units for four wells and another major operator for three wells. The application of rig and personnel sharing produced over 10% (U.S. $12 million) cost savings to Amoco through shared lessons learned, continuous improvement, and reduced permitting time. An additional savings of over 10% (U.S. $12 million) was achieved through detailed planning and risk assessment that significantly reduced unscheduled-event (trouble) time. Key factors for success of the program include continuous use of the same rig, crews, and offshore team members; the vision and support of management; adequate well design and pre-planning time; and the commitment of the right people with the right talents to the projects. The same Amoco wellsite supervisors were utilized throughout the program (even as the rig moved from operator to operator). This paper summarizes how the sharing of a rig, people, and best practices can improve exploration drilling performance, even across different teams, business units, operators, and countries. Examples of sharing knowledge between project teams are presented to quantify the value of a long-term drilling rig contract for one-off exploration wells. The paper concludes by providing lessons learned from rig-sharing agreements and future applications of rig sharing. Introduction Amoco Norway signed a long-term rig contract for a harsh-environment, heavy-duty jackup-drilling rig (Transocean Nordic) in February 1996. Prior to commencing the contract term in October 1996, the rig was mobilized from the U.K. sector to Rotterdam, The Netherlands for modifications (pipe-handling equipment installation and other upgrades) in order to comply with Norwegian regulations. Amoco Norway drilled the second and fifth wells in the program, including a challenging high-pressure, high-temperature (HPHT) well and a 58 (geological sidetrack. Amoco U.K. drilled the third and sixth wells in the program (both HPHT). Another major operator (Eni-Agip) drilled the first, fourth, and seventh wells. Neither Amoco nor Eni-Agip had any financial interest in the other company's respective exploration project areas. The rig was released in August 1998. When the rig was contracted, there was a tight market for rigs, especially HPHT, 300-ft-water depth, harsh-environment rated jackup rigs capable of working in the Norwegian sector. Although the contracted rig met the minimum project requirements (after the pre-contract upgrades), it was less than optimal in regards to spud-can design, variable load, derrick load, living-quarters capacity, pipe-handling capability, and water-depth rating. In general, the rig was older and smaller than most competing (and unavailable) rigs in the class. Availability of the most versatile rig possible to meet the project timing requirements was the key driver in rig selection. In a tight market, it is often necessary for an operator to secure rig slots by executing rig contracts well in advance of the anticipated contract commencement (eight months in this instance). Amoco obtained sublet well commitments from several operators prior to signing the contract. The rig contract contained an assignment clause, which allowed Amoco to assign the rig to other operators. The rig contract, sublet well commitments, extension options, assignment rights, and rig-sharing agreements allowed Amoco to optimize rig utilization during tight market conditions. Amoco was able to keep the rig working throughout the contract with only minimal standby time.
This paper was prepared for presentation at the 1999 SPE/IADC Middle East Drilling Technology Conference held in Abu Dhabi, UAE, 8–10 November 1999.