Publications

In Heavy Oil operations, routine service jobs are important to minimize production decline. With an average of 2000 to 2500 jobs completed in a year, any improvement in the current process will give good benefit to withstand high decline in production rate. Since 2008, the cycle time has steadily increased from 20 to over 30 hours per job. More time to deliver HES activities and utilization of work over rig units for routine service jobs, gradually lead to increasing of the routine service cycle time. As background, Lean Sigma has applied to improve the current process with scope of project focused only on routine service main job and work over rig modification. The outputs of the project are no incidents and reduction of the routine service cycle time job. Pareto diagram (Figure 5) was developed and showed two big focus areas, HES activities and tripping jobs. After some discussion, strategy was developed to deliver better results. Standardized HES form and SOP, with standardized job phases, was agreed as an important strategy for project goals. Improvements included modified of some parts of workover rigs and some nonproductive equipment also decommissioned in this project. Improved communication and socialization to all parties has been conducted intensively by team projects. The project strategy began implementation in May 2013. The result of the project is average hoist productivity increase of 8% and rig productivity increase up to 46%. The significant improvement was showed at HES activity phase, both in Hoist and Rig operations. Total Accrued Financial Benefit during running of this project is approximately $75 MM and there have been no incident records related to this project. Regular monthly meetings, refreshing SOP, close communication and monitoring have been conducted for control of the project. Leadership support, strong commitment of all team members and close monitoring were the key to achieve the project goals