Video: Standardization: Successful Implementation of Driving Consistency in Deepwater Operations
- Daniel A Durey (Shell Exploration & Production Company) | Darren J Murphy (Shell Exploration & Production Company) | Beatriz E Rueda (Shell Exploration & Production Company)
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- Society of Petroleum Engineers
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- 2019. Copyright is retained by the author. This presentation is distributed by SPE with the permission of the author. Contact the author for permission to use material from this video.
- consistency, operations, standardization, implementation, deepwater
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Deepwater wells are the most complex and challenging operations for today's petroleum workforce. These challenges push the limits of technology requiring high level personnel competencies and stringent safety requirements. Robust and consistent procedures aid in implementing reliable operational execution. When complex operations include multiple drill ships and TLPs, and when these activities are mirrored by separate support teams of engineers and operations there are opportunities for varying procedures, content, format, and technology applications. This misalignment evolves over time, based on individual preferences, lessons learned, and varying procedures from different service providers.
This paper discusses the efforts and outcomes of bringing standardization to Deepwater operations in the Gulf of Mexico (GOM) and to Shell's broader global Deepwater organization (DWO). Standardization efforts include full End-to-End well delivery from engineering design documents, recommended/best practices, operational procedures, workflow processes, after-action-reviews, knowledge sharing, and refreshing standards as required.
Ensuring a learning loop process is in place and actively used is a key element in keeping standard documents evergreen and has the overarching goal of preventing repeat failures and NPT events. An additional benefit is the ability to deliver documents with structured content, aligned format and standard language to both the operations teams and service providers.
The formation of a core team and central department has driven global standards, active sharing of learnings across all Deepwater business units, opened communication lines with areas previously siloed due to location, reduced cycle time for the engineering teams in re-creating procedures and demonstrated sustainable reductions in operational costs.