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Mohd Mazlan, Faisal (PETRONAS CARIGALI SDN BHD) | Ahmad Redzuan, Ahmad Zhafran (PETRONAS CARIGALI SDN BHD) | Amiruddin, Mohd Idzwan (PETRONAS CARIGALI SDN BHD) | Ramli, Ahmad Faizal (PETRONAS CARIGALI SDN BHD) | Slagel, Pete (PETRONAS CARIGALI SDN BHD) | Mondali, Mondali (PETRONAS CARIGALI SDN BHD)
Abstract From an operator's perspective, many operational instructions are written implicitly that are not sufficiently detailed to optimize drilling efficiency. Upon a review of several partner operators’ drilling performance, it was noticed that there was a significant focus on the following aspects of technical limit drilling: ROP, tripping speeds, offline activities and connection times. One operator specifically reviewed Gulf-of-Thailand best practices and implemented them in Malaysia. One of the significant areas of improvement includes drilling connections. In the previous version, PETRONAS Malaysia Drilling Operations follows a conservative ERD connection method requiring to ream a single/stand, take a good survey a minimum 10m off bottom prior to making a connection and applied to all wells regardless of inclination or complexity. This was in response to risk of stuck pipe incidents happening during these critical static periods. A comparison of the connection times after their change in practice compared to PCSB practices given the same tools and well complexity indicated massive potential time savings with no additional costs. A change in the drilling connection practices could easily save almost half of this particular "flat time" with no significant risk, amounting to a possible saving of almost 26 hours in a well of around 3000m MDDF. This also led to a better understanding of the impacts of certain "rule-of-thumb" practices that needed to be questioned from time to time. This comparison coupled with many existing literatures available allowed a data-driven approach to improving well times. Some of this information is easily glossed over considering the only time-based data most wells refer to would be the Daily Drilling Report. This paper also emphasizes the importance of data collection and usage of historical databases to search for more opportunities in terms of safety, cost and time.
For the last 40 years, the oil and gas industry has measured safety performance using injury-frequency rates. Industry thinking is based on the premise that, if we do not have injuries, then we are safe and, if we have injuries, we are not safe. This paper examines the fallacy of that premise and the use of injury rates as a key performance indicator (KPI). It argues that, as a KPI, injury-frequency rate is no longer a valid measure. As a KPI, injury-frequency rate has served the industry well.
Summary Managing large‐scale electrical submersible pump (ESP) operations and assessing their performance can be a challenging task. Diverse operational environments, widely spread geographical areas, large ESP populations, and different service providers are some of the complications facing operators. Nonetheless, it is vital to the success of any artificial lift project to establish a performance evaluation structure that can effectively capture deficiencies and highlight improvements. While many operators focus on run life statistics as the central key performance indicator (KPI) for ESPs, these types of statistics may not be sufficient in providing meaningful information to decision makers. Other important ESP performance parameters include ESP shutdowns (both planned and unplanned), restart time of tripped ESPs, commissioning time, failure rate, and the number of premature ESP failures. Thus, a comprehensive study was jointly initiated between an oil operator and ESP vendors to establish KPIs that drive improvements in all aspects. The selected KPIs were developed in a structure that ultimately focuses on maximizing production availability and revenue generation. By constructing the ESP KPI framework, subpar performance areas were clearly visible by both the operator and the service provider. Decision makers were able to identify and act on fields that lag in performance while exerting efforts to improve underperforming service providers. Furthermore, regular meetings were conducted to review the established KPIs and recommend some action items, which might focus on either technical or operational solutions. Finally, KPI targets were set on the basis of the review of historical trends and were assigned to be challenging yet relevant and attainable. The followed practice can prove to be successful in forming a common ground where service providers can quantify losses by the operator as a result of ESP performance deficiencies. Comprehensive data collection and keeping of ESP trips, failures, and replacements are critical to the success of this work. Regular review of field reports and well performance are imperative to accurately compute the various KPI formulas. In fact, many of the KPI calculations can be automated to capitalize on the available communication networks installed in the field to improve ESP monitoring and accurately assess their performance.
Faiz, M. Faridyl (Petronas) | Mandal, Dipak (Petronas) | Masoudi, Rahim (Petronas) | Mustapha, Syarizan (Petronas) | Wahab, M. Afiq (Petronas) | Nasron, Budi Mawardi (Petronas) | Hadi, Sriyanta (Petronas)
Abstract Water injection (WI) to improve oil production and increase reserves had been practiced in Malaysia since 1990s. Currently, around 27 fields are producing with water injection. To better manage these WI fields and gauge the relative performance of these fields, certain Key Performance Area (KPA) and Key Performance Indicators (KPI) were identified. Measurement of these KPA and KPIs serves as a yardstick to compare performance of WI fields and thus provide measures to improve collective performance by promoting replication of best practices and sharing lessons learnt. In the era of digital technology, the periodic measurement of KPA and KPI has been automated using the existing online platform which can remain accessible to all related parties. It provides a platform for data visualization with simple look forward analysis. The WI data is stored in company databank and the performance dashboard can be viewed from existing software. The team managed to overcome the challenges in completing the historical data gap and data hygiene which previously were managed manually and were not integrated. This resulted in historical evaluation of KPAs and KPIs of certain fields. This automation initiative will enable practicing engineers to identify the value leakages and proposed mitigation efforts. Some of the best practices identified such as pipeline pigging optimization, correct biocide dosage, periodic calibration of flow meter and chemical optimization already helped to reduce operating cost in certain WI fields. With these efforts, the company could reduce the operating cost significantly in year 2018. Other than data visualization, the tool provides diagnostic plots such as Hall Plot, Chan's Plot etc. for quick analysis of signs of well/ reservoir health deviations and thus solutions could be provided proactively. On seeing the initial positive results, this tool is being tried for the rest of the WI fields. This paper details how this tool tries to diagnose all sub-optimal areas within various WI project simultaneously, which leads to operational excellence and improvement in oil recovery, by identifying value leakages, providing proactive solutions with replication of thus identified best practices. Additionally, usage of this tool to rank WI performance of different projects can potentially help to initiate competition between different operators for improvement.
Abstract Studies by leading organizations highlight the importance of increasing internal talent mobility. Giving talented employees the experience of working in different countries and across diverse roles is a growing trend in developing their capabilities and skills. This paper describes how Kuwait Petroleum International (KPI), an international subsidiary of Kuwait Petroleum Corporation (KPC), is drawing on its long and successful experience in this area to develop proposals for extending these programs to other subsidiary companies in the K-Group (K-companies). To achieve its objective to become a global integrated oil and gas leader, KPC needs talented leaders with the agility, flexibility and understanding that is developed through mobility. Such experience is especially important for Kuwaiti nationals, who may have limited exposure to working abroad. Sponsored by KPI, a Work Group has been set up with representatives from across the K-Group to develop mobility proposals for the K-Companies. It has established that global mobility is not feasible on a mass scale and that a diversification program, to provide experience of working in different roles and companies, needs to be developed alongside a global mobility program. The Work Group has undertaken extensive research to determine best practice in mobility and has analyzed the K-Companies’ 2040 strategic objectives to understand the skills and capabilities required to support their complex activities. It has proposed future targets, based on the historic number of employees in each company with global mobility experience. It recommends focusing global mobility programs on Juniors and Young Professionals, who have the greatest number of career years left to maximize the return on investment. The paper describes the different types of global mobility assignments and how a new graduate program for Young Professionals, incorporating global mobility and diversification, will be developed. It also looks at the monitoring required to support participants and ensure that the programs remain aligned with business objectives. Strong foundations are in place to launch the mobility programs and detailed discussions will be conducted with the K-Companies to refine the proposed directions and targets. The vision is that, within five years, global mobility and diversification will be fully embedded throughout the K-Group and closely aligned with business objectives.
Abstract The Montney Formation is a major shale gas and shale oil producing stratigraphical unit of Lower Triassic age in the Western Canadian Sedimentary Basin in British Columbia and Alberta. The potential resource is estimated at 449 trillion cubic feet of marketable natural gas, 14,521 million barrels of marketable natural gas liquids (NGLs) and 1,125 million barrels of oil. The hydrocarbon resource is unlocked using horizontal drilling followed by various fracture stimulation techniques from 25 to 75+ stages. As stage counts increase and lateral lengths are extended further to stimulate more formation, the challenges of efficiently completing a producing well is a continuous cycle of technique development and equipment improvements. Hydraulic isolation between fracture stimulation stages is established using mechanical methods deployed as an integral part of the production casing string or inserted into the production casing string during the fracture stimulation. In the Montney, the method of ′′plug-and-perf′′ has been the predominant method of isolating stages. The method utilizes highly drillable bridge plugs pumped down and set on wireline followed by explosive jet perforating one or several ‘perf clusters’ during the same wireline run. These perforation intervals are fracture stimulated and the process is repeated for each stage until the lateral is fully stimulated. These drillable bridge plugs are then removed during the post-stimulation drillout phase of the completion to open the production casing for hydrocarbon inflow. This paper is a case study of a 62 well data set in a confined, highly productive area in the Montney resource play. The paper discusses progressive improvement methods and measuring efficiency of post-stimulation drillouts.
Dhote, Prashant (Kuwait Oil Company) | Al-Adwani, Talal (Kuwait Oil Company) | Al-Bahar, Mohammad (Kuwait Oil Company) | Al-Otaibi, Ahmad (Kuwait Oil Company) | Chakraborty, Subrata (Schlumberger) | Stojic, Slobodan (Schlumberger)
Abstract Subsurface petroleum industry is burdened with uncertainties in every aspect from exploration to production due to limitations of accessibility to reservoir and technology. The most important tools used to understand, quantify and mitigate the uncertainties are geostatistical static modeling and numerical dynamic simulation geomodels. Geomodels are widely used in the industry for characterizing the reservoir and planning favorable development strategy. It is vital instrument for maximizing asset value and optimize project economics. Static geomodels are foundation for all the advanced numerical and analytical solutions to solve the intricacies of reservoir performance. At the same time, it is where all the static and dynamic geological and engineering observations get integrated to develop common understanding of the reservoir for future studies. Understanding of the above observations and imaging of reservoir framework by individual is the basis for building static geomodels. Hence, at time, the process is highly subjective and proper QC'ing of the models to achieve the general and specific modeling objectives becomes imperative. Simple Questionaries’ based QC'ing and ranking methodologies are also controlled by subjectivity and individual preferences. In the present endeavor, quantitative ‘Key Performance Indicators (KPIs)’ based standard static geomodeling practices and QC'ing methodologies at corporate level are developed in specially designed "Process Implementation Project (PIP) – Hydrocarbon resource and Uncertainty Management"’ under the aegis of ‘Kuwait Oil Company (KOC) - Reservoir Management Best Practices Steering Committee'. The main objectives are to establish a practical modeling process, workflows and criteria to standardize modeling processes. A structured self-guidling modeling document has been developed with self-assemment guidelines and questionary. Finally, for each individual process a set of KPIs are specified as minimum standard to meet to obtain the approval of static model. The present efforts are important for any geologists, geomodelers and reservoir engineers dealing with geostatistical and numerical reservoir modeling and will provide the KPI's based general practices for quality assurance (QA) and QC'ing of the models.
Abstract Managing large-scale Electrical Submersible Pump (ESP) operations and assessing their performance can be a challenging task. Diverse operational environments, widely-spread geographical areas, large ESP populations, and different service providers are some of the complications facing operators. Nonetheless, it is vital to the success of any artificial lift project to establish a performance evaluation structure that can effectively capture deficiencies and highlight improvements. While many operators focus on run life statistics as the central key performance indicator (KPI) for ESPs, these type of statistics may not be sufficient in providing meaningful information to decision makers. Other important ESP performance parameters include ESP shutdowns (both planned and unplanned), restart time of tripped ESPs, commissioning time, failure rate, and the number of premature ESP failures. Thus, a comprehensive study was jointly initiated between an oil operator and ESP vendors to establish KPIs that drive improvements in all aspects. The selected KPIs were developed in a structure that ultimately focuses on maximizing production availability and revenue generation. By constructing the ESP KPIs framework, subpar performance areas were clearly visible by both the operator and the service provider. Decision makers were able to identify and act on fields that lag in performance while exerting efforts to improve underperforming service providers. Furthermore, regular meetings were conducted to review the established KPIs and recommend some action items, which might focus on either technical or operational solutions. Finally, KPI targets were set based on the review of historical trends and were assigned to be challenging yet relevant and attainable. The followed practice can prove to be successful in forming a common ground where service providers can quantify losses by the operator as a result of ESP performance deficiencies. Comprehensive data collection and keeping of ESP trips, failures, and replacements are critical to the success of this work. Regular review of field reports and well performance are imperative to accurately compute the various KPI formulas. In fact, many of the KPI calculations can be automated to capitalize on the available communication networks installed in the field to improve ESP monitoring and accurately assess their performance.
Early simulations focused mainly on virtualizing the shipyard itself and the approach in terms of production management that focuses on improving productivity was hardly sufficient. For systematically approaching shipyard production problems, to which the dynamics between various factors are applied, this study uses the shipyard simulation information model to explain the six factors, which are the input variables of the shipyard production system simulation. Then, the objective or output variable is set up as the key performance index (KPI) by aligning the interests from an enterprise perspective. The output variable, KPI, is generally expressed as a function of functions of the input variables, namely a functional. To evaluate the value of the functional, a computational method in the form of a simulation is used. The process-centric simulation is adopted as it is appropriate for the shipyard production system simulation, which is an engineered-to-order industry, and it is easy to implement the concept of dynamic resolution. According to this methodology, we present a simulation application that focuses on the fabrication shop of a shipyard.
The shipbuilding industry is suffering because of economic stagnation and the rapid growth of emerging shipbuilding nations. To survive the competition, it is necessary to increase productivity and secure the ability to build high value-added products. Small- and medium-scale shipyards in Korea, which are less competitive than the large-scale shipyards, are losing ground to preexisting shipyards with high productivity and to those of emerging shipbuilding countries that use cheap labor as most of their products overlap with those of their competitors. Large-scale shipyards attempting to build high value-added offshore plants are in an unprecedented crisis, although building a product that has never been built. Increasing attempts are being made to overcome this crisis by using simulation technology. Simulation uses a cyber-physical environment to attempt new processes and can be of considerable help in production management. It enables us not only to see if a new plan or a new method is executable even without preexisting records but also to investigate various means to establish and accomplish targets to improve productivity.