`Flat spot reduction'

Peter Aird;
Maersk Oil Uk Ltd
Senior Engineering Specialist D
e
p
t
h
Pressure
Flat spot reduction
SAFETY is the control of all accidental loss
!n 2006, improving safety management still represents the
most significant opportunity to reduce flat spot time?
Lack of
Control



Personal
factors

Job
Factors



Substandard
acts and
conditions
Immediate
causes

Contact
with

Energy or
Substance
Incident



People

Property

Process

Production

Accident
(Loss)
1. Inadequate
program

2. Inadequate
standards

3. Non
compliance to
standards
Basic
Causes
Flat spot reducers
A new open culture
E.g. An organisation of
competent, well-
managed personnel,
using best practices,
achieving more from
less, safely.
Old Culture
Analysis
Fear of mistakes
Smothering
Second guessing
Controlling
Hierarchies
Boundaries
Internal focus
New OPEN Culture
Action
Calculated
risk-taking
Empowering
Trusting
Supportive
Teams
Connections
External focus
Flat spot reducers
Remove barriers that
inhibit progress
Seek to learn, adopt,
implement and apply;
Through working safely
Reducing exposures and
non-safe events
As planned execution
Apply PM
Best Practices
Engineering principles
Knowledge & expertise
Flat spot reducers
Nanaging safer
Prevent making the
same mistakes
Net or exceed well
objectives
Reduce flat spot time
through working safer
9.
Procurement
S.
HazardsJRisks
7.
Communication
6.
Resources
5.
Safety
4.
Cost
3.
Time
2.
Work Scope
1.
Integration
{multi-disciplines)
Flat spot reducers
!mprove safety
!dentify what was not done safely
eliminating non-safe issues to do better next time
Measure all safety aspects e.g. all loss
Ref. Rushmore benchmarking, DIMS, Open wells
reporting systems
Note: Best in class wells identified as only 75% efficient?
1 in 4 days is therefore still lost or wasted in best wells
Flat spot reducers
Continuity of rig
`Buy in' of the Noble team is a significant factor
very skilled, experienced 8 knowledgeable team
Rig and office based Nanagers, drillingfcompletion engineers
and supervisors
Early technology adaptors
Smart risk takers vs. risk averse organisation
Logistics
!mproved upfront Planning
Enhanced communication between in house and external parties
That has greatly improved our operational execution
Ref. NcKinsey benchmarking.
Operator A; Well A; 3rd Generation rig A.
0 ft
1000 ft
2000 ft
3000 ft
4000 ft
5000 ft
6000 ft
7000 ft
8000 ft
9000 ft
10000 ft
11000 ft
12000 ft
0

d
a
y
s
1

d
a
y
s
2

d
a
y
s
3

d
a
y
s
4

d
a
y
s
5

d
a
y
s
6

d
a
y
s
7

d
a
y
s
8

d
a
y
s
9

d
a
y
s
1
0

d
a
y
s
1
1

d
a
y
s
1
2

d
a
y
s
1
3

d
a
y
s
1
4

d
a
y
s
1
5

d
a
y
s
1
6

d
a
y
s
1
7

d
a
y
s
1
8

d
a
y
s
1
9

d
a
y
s
2
0

d
a
y
s
2
1

d
a
y
s
2
2

d
a
y
s
2
3

d
a
y
s
D
e
p
t
h

(
f
t
)
2005 exploration well
Spud to Td 17 days
Total well 22days
6.5hrs downtime
22hrs WOW
11days identified as lostfwasted
Operator B; Well B; 3rd Generation Rig B.
0 f t
1000 f t
2000 f t
3000 f t
4000 f t
5000 f t
6000 f t
7000 f t
8000 f t
9000 f t
10000 f t
11000 f t
12000 f t
0

d
a
y
1

d
a
y
2

d
a
y
3

d
a
y
4

d
a
y
5

d
a
y
6

d
a
y
7

d
a
y
8

d
a
y
9

d
a
y
1
0

d
a
y
1
1

d
a
y
1
2

d
a
y
1
3

d
a
y
D
e
p
t
h

(
f
t
)
2005 flat spot comparison
Spud to Td 6.5 days
Total well 13days
No operational loss
!mprovements identified
End of presentation
Thanks for your attendance