Rigorous Drilling Nonproductive-Time Determination and Elimination of Invisible Lost Time: Theory and Case Histories
- Eric Edgar Maidla (Slider LLC) | William Rochel Maidla (TDE Petr Data Solutions)
- Document ID
- Society of Petroleum Engineers
- SPE Latin American and Caribbean Petroleum Engineering Conference, 1-3 December, Lima, Peru
- Publication Date
- Document Type
- Conference Paper
- 2010. Society of Petroleum Engineers
- 1.6.1 Drilling Operation Management, 1.10 Drilling Equipment, 1.6.6 Directional Drilling, 1.13 Drilling Automation, 6.1.5 Human Resources, Competence and Training, 1.6 Drilling Operations, 1.12.6 Drilling Data Management and Standards
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This paper addresses the measuring techniques that involved data quality control and automatic drilling operations detections of routine drilling operations that are available today in modern drilling programs, and goes through examples of how implementation was carried out in the onshore area that drilled a series of similar wells. Measurement accuracy, training, and the development of new work processes were successfully implemented that led to major KPI (Key Performance Indicator) time savings between 31% and 43%.
You cannot improve what you don't measure. And in this case you cannot measure without a proper data quality control (QC) procedure in place.
The traditional learn curve theory published by Millheim  and Brett  analyzed passed performance of drilling complete wells with the objective of capturing the learning and successfully applying them on the next well or well campaign to be drilled. It relied on being able to rigorously QC the drilling morning report data and correlated these events with other well data coming from electric logs, geology and drilling recorded data. Iyoho  further took this methodology and came up with a 10 step process that was successfully implemented and he documented the significant savings that came from this approach, and actually one of the key steps to disseminate the knowledge and lessons learned in the company was the obligatory peer review at the planning stage from other departments that allowed for the dissemination of knowledge through discussions rather than data base approaches, therefore human interaction seemed to be the key in his process supported by a database and software based solutions.
Bond and Scott  came up with a further step change in improvement by developing the technical limit theory (TL) and practice back in the mid 90's that involved a slightly difference management approach and called upon a technique of questioning current performance, comparing it with what was possible and asking the question of what is needed to get there. Phil Scott further disclosed later during many of his presentations that all this effort was only possible through a rigorous management buy in that adheres to some basic principles that involve everyone in the group and top management to be supportive and never evoke criticism, to really believe that every person's job is as important as the next, equal rights and status for contractors and staff, full disclosure of errors and lost time, clear priorities and shared goals, and the celebration of success. Another peculiarity of TL is the identification of the invisible lost time that has been partially identified in the references above but will be part of discussion in this paper too since there is some breakthrough in this area of research.
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