New Automated MPD Riser System Allowed an Operator to Reduce Manual Working Hours in the Moonpool by 85% and Installation Time by 60%

2021 ◽  
Author(s):  
Mohamed Hammad ◽  
Julian Hernandez ◽  
Angel Hernandez ◽  
Karim Mammadli ◽  
Rustam Soltanov
Keyword(s):  
Oil And Gas ◽  
Service Providers ◽  
Cost Optimization ◽  
Cost Savings ◽  
Working Hours ◽  
Oil And Gas Industry ◽  
Lessons Learned ◽  
The Caspian Sea ◽  
Automated Technology ◽  
Installation Time

Abstract In pursuit of efficiency and well construction cost optimization, the oil and gas industry demand continuous improvements and constant evolution of the service providers’ hardware and software, including Managed Pressure Drilling (MPD) technologies. Recently deployed in the Caspian Sea, the new automated riser system enabled an operator to reduce manual working hours in the moonpool by 85% and installation time by 59%. The improved efficiencies represent an additional saving of 19.5 hours rig time compared to the previous generation MPD below tension ring (BTR) systems, which are currently used on more than 19 floaters around the world. Lessons learned over the past 10 years led to the design and release of the new automated technology that resulted in this time and cost savings. The operator currently targets deep reservoirs that cannot be drilled using conventional drilling techniques because of very narrow operating windows. This paper discusses the service delivery process, engineering, and operational challenges that culminated in the flawlessly executed first deployment of the automated MPD riser system.

Improved Acoustic Quick-Disconnect Technology for Mooring Operations

2021 ◽  
Author(s):  
Jonathan Kent Longridge ◽  
Johnny Shield ◽  
Sarah Finn ◽  
Tom Fulton
Keyword(s):  
Shallow Water ◽  
Oil And Gas ◽  
Signal Transmission ◽  
Cost Savings ◽  
Oil And Gas Industry ◽  
Lessons Learned ◽  
Battery Life ◽  
User Friendliness ◽  
Mooring Lines ◽  
Reduced Risk

Objectives/Scope As the offshore oil and gas industry has changed, deep water Mobile Offshore Drilling Units (MODU) are commonly outfitted with dynamic positioning (DP) systems and on-vessel mooring equipment to facilitate drilling operations at ultra-deep and shallow water well locations. However, since many shallow water locations can experience harsh conditions and may require moorings for station-keeping performance, it is beneficial to enable a DP rig to quickly disconnect from its mooring system and avoid hazardous conditions without support vessel assistance. Providing this capability, acoustically releasable subsea mooring connectors allow a rig's mooring lines to be released remotely and almost immediately. Additionally, the ability to disconnect without Anchor Handler Vessel (AHV) assistance for mooring operations and rig transit support offers reduced risk and cost savings. Methods, Procedures, Process A brief review of existing quick-disconnect mooring devices will be presented. It will highlight how the technology has evolved and is being used, particularly in recent years. Successes, problems, and lessons learned from past InterMoor and SRP product development will be summarized and focused attention will be given to a significant number of more recent improvements to increase the product's reliability, availability, serviceability, and robustness. Improvements to ensure reliable long-term battery life and power supply, enhance on-vessel accessibility and user-friendliness for rig personnel, and employ advanced acoustic signal transmission, reception, and device status analytics will be discussed. External modifications to reinforce its robustness during deployment and internal electromechanical changes to facilitate its serviceability will also be described. Results, Observations, Conclusions A substantially lighter and smaller acoustically releasable mooring connector was developed two years ago, tested thereafter, recently deployed on several offshore mooring campaigns, and has now been upgraded to incorporate high-fidelity electronics with the ability to release under tension loads as high as 900 tonnes. As such, this second-generation device's reliability, accessibility, and serviceability are significantly enhanced. Results from offshore deployments from recent MODU and barge mooring operations will be summarized. This technology provides a safer way to quickly disconnect mooring lines and offers cost efficiency by allowing faster rig moves from one location to the next with reduced risk. Novel/Additive Information The paper will cover the work, challenges, trials, and tribulations required to bring a new product to market with cutting edge capabilities. Novel highlights will include the integration of a networked data transmission and communication system, the system's fundamental change from pneumatic to electromechanical actuation, and additional enhancements and improvements that are unique to mooring quick-disconnect devices and at the forefront of subsea technology.

Hybrid Bit Technology Deployment Yields Breakthrough Drilling Performance & Cost Savings for Operator

2021 ◽  
Author(s):  
Fawaz Al-Salah ◽  
Saad Al-Mejmed ◽  
Atef Abdelhamid ◽  
Ali Alnemer ◽  
Tahir Gada ◽  
...  
Keyword(s):  
Oil And Gas ◽  
Impact Damage ◽  
Cost Savings ◽  
Polycrystalline Diamond ◽  
Oil And Gas Industry ◽  
Lessons Learned ◽  
Drill Bit ◽  
Drilling Performance ◽  
Carbonate Formation ◽  
Percent Improvement

Abstract Optimized drilling performance and minimized cost per well are key objectives for operators in the current challenging oil and gas industry. The process of collecting lessons learned and designing new drill bit technologies based on these learnings is critical for optimizing drilling performance and reducing non-productive time (NPT). Southeast Kuwait onshore wells are drilled with conventional drill bit technology such as tungsten carbide insert (TCI) and polycrystalline diamond compact (PDC) bits on rotary or directional-motor bottom hole assemblies (BHA). This paper discusses the analysis that enabled breakthrough-drilling performance of 16-in. hybrid drill bit technology, delivering outstanding results and cost savings for an operator. The non-homogeneous carbonate formation in these onshore wells cause impact damage, limit the drilling efficiency of PDC and TCI bits, and result in a low rate of penetration (ROP) and poor dull conditions. A collaborative technical analysis identified key performance objectives to ensure a step change in section drilling performance. The analysis involved reviewing: Post-run dull conditions Operating parameters Formation compressive strengths Bit design Previous deployments results On Multiple wells, advanced hybrid bit technology and optimized drilling methods achieved outstanding 73-percent improvement in ROP over conventional technologies, saving operator's 3.8 drilling days and more than 27% of drilling costs. The hybrid design completed two consecutive best in class (BIC) wells in southeast Kuwait compared with the typical TCI performance of a single well per bit.

New Well Intervention Means as an Answer to Offshore Minimalist Platform Concept: A Breakthrough from Mahakam, Indonesia

2021 ◽  
Author(s):  
Risal Rahman ◽  
Reyhan Hidayat ◽  
Pratika Siamsyah Kurniawati ◽  
Rantoe Marindha ◽  
Gerardus Putra Pancawisna ◽  
...  
Keyword(s):  
Oil And Gas ◽  
Cost Optimization ◽  
Oil And Gas Industry ◽  
Project Planning ◽  
Gas Industry ◽  
Safety Issues ◽  
Coiled Tubing ◽  
Remote Operation ◽  
Innovation And Technology ◽  
Hazardous Zone

Abstract Nowadays oil and gas industry are encouraging the independents and majors to take a fresh look at the technology and concepts required to develop marginal shallow water fields using a minimal platform approach. Innovation on well intervention means (lighter, smaller and less footprint) that fit for Offshore Minimalist Platform (OMP) is needed, including optimizing time and cost during well intervention activities in OMP. To achieve the objectives, well intervention innovation and technology are the main focuses. Intervention activities commonly done on campaign basis with several units (slickline, wireline, coiled tubing, testing) shall be integrated in a safe manner. The approach of integration shall signify these points:Identifying potential jobs in OMP to be done by well intervention methodsIdentifying necessary well intervention means and methods to support the jobs (combo unit, micro coil, hazardous zone redefinition, remote operation)Creating project planning and schedulingPerforming site visit and risk assessmentImplementation and operational executionEvaluation of overall project execution result The following results were obtained after the integration performed:No major safety issues during operationExemplary method and risk assessment for well intervention activities which can be applied for next campaignsTrials on well intervention new units and method (combo unit, micro coil, hazardous zone redefinition, remote operation), were safely performed with some optimization100% success ratio60% on supply boat arrangement35% efficiency in N2 consumption for CT operation45% efficiency in diesel consumption20% - 40% efficiency in Rig Up Time28% less in Job Cost compared to conventional unit These innovations are proven as reliable method to answer OMP challenges with main advantages on footprint and cost optimization. Through this paper, we would like to share lucrative well intervention breakthrough and innovation in OMP with measurable milestones.

Lessons Learned in Developing Human Capital for the Oil and Gas Industry in Kazakhstan

2021 ◽  
Vol 73 (08) ◽  
pp. 60-61
Author(s):  
Chris Carpenter
Keyword(s):  
Human Capital ◽  
Human Resource Development ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Technical Conference ◽  
Program Improvement ◽  
Lessons Learned ◽  
Colorado School ◽  
Gas Industry ◽  
Successful Model

This article, written by JPT Technology Editor Chris Carpenter, contains highlights of paper SPE 201272, “Lessons Learned in Developing Human Capital for the Oil and Gas Industry in Kazakhstan,” by Zhassulan Dairov, SPE, KIMEP University and Satbayev University; Murat Syzdykov, SPE, Satbayev University; and Jennifer Miskimins, SPE, Colorado School of Mines, prepared for the 2020 SPE Annual Technical Conference and Exhibition, originally scheduled to be held in Denver, Colorado, 5–7 October. The paper has not been peer reviewed. The World Economic Forum’s (WEF) Human Capital initiative has been implemented at Satbayev University (SU), Almaty, Kazakhstan, during the last 2 years. Participating in this effort are Chevron, Eni, Shell, and the Colorado School of Mines (Mines). The complete paper assesses the effectiveness of project components, such as industry guest lectures, summer internships, and program improvement, and provides lessons learned for human-resource-development initiatives. Introduction In most cases, the industry/ university alliance is intermittent, short-term, and underdeveloped. The engagement of three stakeholders, such as government, industry, and the university, is the most-successful model of joint performance. This approach allows all participants to create competitive advantages in the achievement of common objectives. Moreover, the role of governmental agencies is critical alongside professional organizations in facilitating such cooperation.

Remote Operations: The New Norm

2021 ◽  
Author(s):  
Rachel Gajanan Kakade ◽  
Pawandeep Singh Bagga
Keyword(s):  
Real Time ◽  
Swot Analysis ◽  
Oil And Gas ◽  
Resistance To Change ◽  
Cost Optimization ◽  
Oil And Gas Industry ◽  
Global Scale ◽  
Service Companies ◽  
The World ◽  
Remote Operations

Abstract In recent years, we have seen some refined drilling technologies crop up all over the world. These have given rise to implementation of remote centers to work on real time decision making with the wells. While drilling is in process, there are technologies that enable real time transmission of data and voice to and from remote sites, helping in real time intelligent commands and responses. It is hence now possible to form a single team of experts to monitor and control drilling operations. The development of remote operations in the oil and gas industry has evolved over years starting 2004 at different speeds in different regions of the world. For example, it took longer to reach the US land market because of resistance to change at the rig site. The decrease in oil prices in 2014 however, pushed remote operations into existence to reduce cost. Due to challenges such as either oilfield culture, company strategy, human factor, legal factor etc., it was not exactly the "norm". Fast forward to 2020 when the Covid-19 pandemic hit the oil industry into another slump, service companies have been pushed into the remote operations world. To learn with the times, this may be the new norm and maybe an excellent one. Many service companies have successfully performed operations wells globally increasing not only the efficiency of wellsite operations but also contributing to cost optimization and safety. During implementation, it is observed that remote operations are less a technical challenge, and more a value challenge requiring confidence from all stakeholders. In terms of drilling and operational efficiency, the results observed globally are significant, with fewer trips for M/LWD failure, as well as significant reductions in M/LWD NPT while drilling. This paper discusses the implementation of remote operations at global scale, lesson learnt on day-to-day basis, optimization opportunities, business workflow, positives such as business continuity, safety aspect and last but not the least, the environmental impact. The paper also talks of changes and effects of Covid-19 Pandemic on these operations. Remote operations prepare us well for such pandemic and it may be the safer way to operate now on. Also discussed are the keys to successful remote operations and various examples of remote operations establishments throughout the globe. Lastly a SWOT analysis is done to conclude how remote operations will help operators to add more value to operations and show that remote operations is the new future.

Case Histories of the Resolution of Bolted Joint Leakage in the Oil and Gas Industry

2016 ◽  
Author(s):  
Warren Brown ◽  
Geoff Evans ◽  
Lorna Carpenter
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Lessons Learned ◽  
Bolted Joint ◽  
Case Histories ◽  
Gas Industry ◽  
Root Cause ◽  
The Past ◽  
Cause Of Failure ◽  
Assessment Techniques

Over the course of the past 20 years, methods have been developed for assessing the probability and root cause of bolted joint leakage based on sound engineering assessment techniques. Those methods were incorporated, in part, into ASME PCC-1-2010 Appendix O [7] and provide the only published standard method for establishing bolted joint assembly bolt load. As detailed in previous papers, the method can also be used for troubleshooting joint leakage. This paper addresses a series of actual joint leakage cases, outlines the analysis performed to determine root cause of failure and the actions taken to successfully eliminate future incidents of failure (lessons learned).

How to avoid aches and pains in your joint ventures

2016 ◽  
Vol 56 (2) ◽  
pp. 559
Author(s):  
Brent Steedman
Keyword(s):  
Joint Ventures ◽  
Joint Venture ◽  
Oil And Gas ◽  
Cost Savings ◽  
Oil And Gas Industry ◽  
Capital Allocation ◽  
Operating Efficiency ◽  
Global Business ◽  
Gas Industry ◽  
The Right

The Australian oil and gas industry is in a period of substantial challenges, including a significant decline in oil prices, fluctuating spot gas prices, a relentless drive for operating efficiency, and tight capital allocation, together with increased regulatory scrutiny and a reputation for below-standards productivity. On the upside, these market challenges provide significant opportunities for companies to bring in new investors, implement new operating models, apply innovation to update processes and practices, and restructure activities. Making material step-changes, requires companies to review, amend, and update joint venture operating agreements (JVOAs). KPMG has worked with many of Australia’s leading oil and gas companies on a range of joint venture engagements. This extended abstract outlines why JVOAs need to be reviewed with respect to the following key opportunities and challenges: Fast-changing global business operating models. Available cost savings by eliminating inconsistent management and operating models between joint ventures. Planning for potential restructuring, including separation of infrastructure (e.g. plants, pipelines, support) from reserve ownership. Sharing of services (e.g. maintenance and logistics) between unrelated joint ventures. Transparency of costs and asset performance. Improved joint venture governance (not more or over-governance) between participants to attract investment. Effective resourcing, noting the right transition of capabilities between deal-makers and joint venture operators. With this extended abstract the authors aim to provide ideas for consideration. Each of these ideas will impact JVOAs. The authors’ proposition is that now is the right time to complete a comprehensive review of JVOAs to enable organisations to move fast as new and innovative opportunities arise.

Enhancing Indigenous partnerships in an increasingly digitised oil and gas industry

2019 ◽  
Vol 59 (2) ◽  
pp. 639
Author(s):  
Michael Lynn ◽  
David Wirrpanda
Keyword(s):  
Oil And Gas ◽  
Minority Groups ◽  
Service Providers ◽  
Indigenous Communities ◽  
Oil And Gas Industry ◽  
Career Pathways ◽  
Perceived Threat ◽  
Gas Industry ◽  
Digital Workplace ◽  
The Right

As oil and gas operators and service providers look to embrace automation and analytics, many of the traditional partnerships with Aboriginal communities relating to employment and career pathways are likely to be challenged. The paper explores how digital trends are affecting, and are likely to affect, Indigenous communities in their partnerships with oil and gas organisations. Workplace roles and activities are evolving in our increasingly digitised world, causing a perceived threat to employment for minority groups such as Indigenous communities. In order to ensure the ongoing presence of opportunities for Indigenous workers in the ‘future of work’, oil and gas organisations will need to augment digital technologies to cater for and enhance existing and future roles. This paper presents a framework for Indigenous communities, governments, oil and gas operators and service providers to embrace digitisation and create sustainable relationships. An approach is considered to engage with Indigenous communities with objectives of executing on their Reconciliation Action Plans and addressing culture and employment challenges that arise through digitisation. The framework positions oil and gas operators and service providers to pivot themselves not only to sustain, but also to enhance Indigenous employment opportunities in a digital workplace. Digitisation is here, but with the right approach it can positively affect and shape partnerships between oil and gas organisations and Indigenous communities.

Creating the circular advantage for the oil and gas industry

2016 ◽  
Vol 56 (2) ◽  
pp. 585
Author(s):  
Christopher Coldrick ◽  
Rowan Fenn ◽  
David Sahota
Keyword(s):  
Oil And Gas ◽  
Service Providers ◽  
Real Life ◽  
Oil And Gas Industry ◽  
Repair Process ◽  
Materials Management ◽  
Gas Industry ◽  
Management Processes ◽  
Oil And Gas Companies ◽  
The Impact

Maintenance, repair and operating (MRO) materials typically represent 15–20% of the operating costs for a mature oil and gas asset. Of this, a substantial proportion is comprised of high-value repairable equipment such as motors, compressors and pumps. This equipment is often at bottlenecks in the production process and so the impact of materials cost on profitability is magnified by the production ramifications of an outage. Effective management of this equipment is key to the sustainable, profitable operation of any oil and gas asset, and is key to improving the competitiveness of the Australian industry. Oil and gas companies are adopting a variety of models to handle the repair process, with varying degrees of success. Challenges include: poor materials availability and lack of traceability; complex infield materials management processes resulting in costly wastages; difficulty in managing consistency, suitability and specifications of repairs; high cost for those undertaking the repairs; and, correct allocation of responsibility and risk in the materials management process. Developed in collaboration with Australian oil and gas operators, with input from case studies outside the oil and gas industry, this extended abstract discusses the roles and opportunities for the circular economy in helping companies to meet their sustainability and profitability targets. Using several real-life examples, it makes recommendations for vendors, service providers and operators that can have material impact on the profitability of the industry.

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