An Integrated Approach For Optimisation

Kevin Thorpe, Weatherford, UAE, outlines how a streamlined, integrated approach to oilfield operations could help improve the efficiency of the post-drilling phase.

fficiency has arguably been the single most prominent theme driving oilfield decision-making over the last decade. Even as the macro environment has improved and crude prices have risen from historic lows to near decade highs, it has remained a top priority. This is especially true in the high-risk offshore environment, where operators continue to seek out new and innovative ways to lower OPEX, lower emissions, reduce headcounts, and expedite time to first oil/gas.

While significant strides have been made to improve operational efficiency both onshore and offshore in recent years, untapped opportunities exist to realise further gains through technological adoption and better project execution. The post-drilling phase, in particular, is an area that has been ripe for optimisation, as it is often plagued by inefficient use of manpower, increased logistics complexity, and high safety risks.

As this article will discuss, by integrating key post-drilling well services and bringing them under one supervisory umbrella, operators can streamline their activities and capitalise on several benefits. Among these are a 50% reduction in contractor headcount, a 30% reduction in rig time and associated carbon footprint, and a 30% reduction in total post-drilling OPEX.

Pain points of the post-drilling phase

Operators have traditionally been forced to take a segmented approach (i.e. multi-vendor) when it comes to the post-drilling phase of their wells. On a typical rig, it is not uncommon for four to five separate suppliers/technology providers to be awarded contracts for liner hangers, wellbore cleanup, tubular running,

completions, fishing, etc. As many as 10 – 25 people may be present onsite to perform the required duties (depending on the complexity of the operations).

Careful planning and coordination between parties is required to ensure that the various tasks and load-outs take place smoothly and safely. The bulk of this planning occurs weeks or even months before any of the supplier teams have set foot on the rig during completing the well on paper (CWOP) meetings. However, there is often a divergence between what is perceived to work in theory (i.e. on paper) and what actually works on the rig (i.e. in practice). This inevitably leads to inefficiency when activities begin, as supplier teams are forced to work around each other, deviate from plans, and adapt on the fly.

The frequent lack of cross-functional training amongst teams further magnifies these issues. In many cases, each person is assigned a specific task on the well and their presence may only be required periodically for a few hours at a time. The time in between work periods is effectively non-productive, but is nonetheless included in day rates.

Higher costs are also incurred with larger crews due to the need for more helicopter trips, food, beds, etc. Logistics are also made more complex because of the various load-outs from multiple vendor bases, crew mobilisation and demobilisation, crane lifts, and backload of empty shipping containers. All of these inefficiencies ultimately increase costs and risks for the operator. However, they can be avoided.

Rig efficiency also directly correlates with carbon footprint, as every additional day or hour it takes to complete the well increases the amount of fuel burned in gas turbines or diesel engines used for power generation. Over the life of the rig, the total reduction in the runtime of onboard engines can result in significant emissions reductions.

Embracing an integrated approach

An integrated post-drilling approach is one where siloed teams from multiple suppliers are replaced with a single, multi-disciplinary crew that is cross-functionally trained. In addition to maximising the productivity of each individual in the crew, the use of one vendor allows for more effective planning and early identification of risks, standardisation and consistency of work practices, as well as less interface complexity for the operator. The concept differs from traditional bundling arrangements in which several discrete services are ‘shrink wrapped’ at a discounted rate. The objective of an integrated approach is to drive value, unlock synergies, and reduce the total cost of ownership (TCO) by enabling OPEX reductions that exceed any potential monetary savings that might be achieved by awarding separate contracts to multiple vendors. This was the primary impetus behind Weatherford’s development of COMPLETE Post-TD Optimised Solutions. This is a holistic turnkey service solution that combines the post-TD phases of the well lifecycle to streamline operations and communications, improve efficiency, and decrease costs from load-outs to well completions. The offering is based on a complete the well in practice (CWIP) methodology. CWIP bridges the gap between a traditional CWOP and service execution by emphasising close coordination with the operator to ensure that plans are practical and align with all relevant key performance indicators (KPIs). With this solution, operators have a single touch point for all post-drilling activities, including liner hangers, wellbore cleanup, tubular running, completions, and fishing. Competency mapping takes place to ensure that crews are fit-for-purpose and can be maximally productive given the unique requirements of the rig/operation. Once onsite, service delivery teams are responsible for all procedures, assessments, contingency plans, action reviews, time analyses, Figure 1. Inefficient use of manpower has historically plagued post-drilling operations. and well reporting. The goal is to facilitate effective communications across the entire well delivery timeline and drive consistency and repeatability from well to well and location to location. Although COMPLETE was not explicitly designed to reduce persons on board (POB), it is an indirect benefit of using a singular cross-functionally trained team. In real-world applications, post-drilling contractor headcount reductions on the order of 40 – 50% have been achieved. POB reductions are also made possible by leveraging key technologies for remote monitoring and automation. Some specific examples include:

Figure 2. CWOP vs CWIP methodology. Automated connection integrity

Vero is an automated TRS system designed to enhance connection integrity by automatically making up premium threads and autonomously evaluating the makeup data to the OEM criteria. Automated makeup enables precise control of the process,

independent from any operator-specific influences or other human factors. Autonomous evaluation eliminates subjective graphical interpretations. The system controls the entire makeup process and evaluates makeup data with a resolution 10 times more refined than the human eye can see on the Joint Analysed Makeup (JAM®) screen.

Automated control-line system

The automated, control-line, arm manipulating and positioning (AutoCLAMP) system remotely guides the control line as tubing is run in the hole. The system also positions the control line in proper orientation to the pipe to ease installation of control line clamps.

Real-time monitoring system

AccuView is a software and hardware package used in conjunction with existing liner equipment. With the solution, onsite personnel can establish a remote connection with regional and global subject matter experts (SMEs) during all stages of work execution. AccuView also creates job-specific procedures, checklists and other associated paperwork. The real-time features allow for an overlay of the planning stage data against the real-time rig data so that analysis of the torque and drag can take place. Alerts are set based on the actual well data as opposed to calculated values. Experts sitting in any location around the world can view the live data stream to assist the field engineers and ensure that the job is executed in the most efficient possible manner.

RFID-enabled completions tools

Radio Frequency Identification (RFID) technology can help improve post-TD efficiency by reducing time and increasing flexibility. Tools can be actuated remotely an unlimited number of times without pulling out of the hole. Used as a complete system, RFID-enabled downhole tools reduce total operating hours and exposure of field personnel and can reduce completion installation time by as much as 60%.

Depending on operator requirements, any combination of hardware and software technologies within Weatherford’s post-TD portfolio can be integrated into the solution package. The technologies are designed for ‘plug and play’ use and are fully managed by the onsite team.

Results

COMPLETE solutions have been deployed in several deepwater projects for independent oil companies (IOCs) in both onshore and offshore applications across the globe, including in West Africa, Norway, South America, the US, and Australasia.

One particular case involved the fabrication, delivery, and installation of liner, gas-lift, and completion equipment to support production on three platforms at one of the largest fields in the North Sea. The two primary objectives of the operator were to: Ì Provide a single point of contact for logistics and planning, as well as improve the interface between key third-party service contractors on the platforms. Ì Reduce headcount on production platforms to decrease expense and minimise personnel exposure to mitigate everyday risks associated with working at a remote offshore location. Having experienced performance issues with incumbent equipment providers, the operator elected to bring a COMPLETE team in to coordinate the roles of third-party contractors. The team also handled logistics, installed multiple product packages, and ran and installed liner, completions, and gas-lift equipment. This allowed for a POB reduction of 55% versus previous similar projects.

Additionally, by handling all logistics, the team was able to minimise the number of offshore supply trips and lifts to the platform. The operator worked with the same crew during each phase of the operation. Overall, the integrated post-drilling approach allowed the operator to deliver completions 30% more efficiently (i.e., 30% reduced rig time) than the previous incumbent’s best benchmark.

Figure 3. POB comparison of conventional vs integrated approaches.

Figure 4. Summary of benefits when deploying integrated Post-TD optimised solutions.

Conclusion

Over the past decade, the macro environment for oil and gas producers has improved dramatically. However, volatility in global markets remains a concern. In this environment, operators face the difficult challenge of having to do more with less. While this holds true across all operations, it is particularly the case in offshore deepwater plays, where higher costs and risks create little margin for error when it comes to bringing wells online.

Significant strides have been made since the start of the pandemic to streamline operations, particularly with respect to drilling. However, the post-drilling phase remains an area that all too often is plagued by high costs, logistics complexity, and increased risk for both operators and oilfield service providers. COMPLETE was developed to address these issues by enabling operators to bring all post-drilling activities under the remit of a single, multi-faceted team focused solely on maximising efficiency, minimising risk, and reducing TCO.