Lean Optimization on Well Placement: Directional Drilling Operations in South of Oman Wells: A Case Study

Abstract

Abstract Drilling operations within the oil and gas industry can be very complex and expensive; and while directional drilling and well placement are critical in the well delivery, additional complexities and time consuming processes must be followed to drill and deliver the wells, as desired, following the trajectory. It is desirable to evaluate the implementation of best practices to improve well delivery efficiencies, minimize nonproductive time and transfer lessons learnt from one well to another. Lean thinking has existed for many years; it was first developed within the automotive industry in the 20th century, and then began to be applied within other industries. The lean concept is based on eliminating waste by more closely examining processes to identify and eliminate waste in every stage of a process, thus improving efficiency and lowering production costs. Lean thinking has become popular amongst senior level management within the oil industry, and has become part of core strategies for many companies, with dedicated resources to systematic lean implementation in many areas of business with clear goals and objectives. An operating company began lean implementation in different areas. An opportunity to lean and standardize the development drilling process was recognized in the south of Oman, with improvements to be replicated in the other fields, as applicable. This paper describes the implementation and outcome of a lean philosophy for directional drilling. By adopting and engaging in simple lean thinking, improvements can be achieved in many areas. The value of lean implementation and workflow is presented. Also discussed are results obtained that led to significant savings in the survey time, contributing to faster well delivery and improved efficiencies.