"Pumping up the Life" of Electric Submersible Pump Systems, Russian Federation

Abstract

Abstract This paper is the first in a series describing results and lessons learned from longer run life across 13,176 Electric Submersible Pump (ESP) systems in TNK-BP. ESP artificial lift is the dominant method for producing approximately 90% of TNK-BP's oil volume, which averages more than 200,000 tons (1.5 million barrels) per day. A sustainable economic benefit for TNK-BP was defined during 2006, and this benefit directly results from increased ESP run life. The 5-year value was estimated at $350 million and long-term forecast was $1 billion. An indirect benefit from longer run life was better HSE performance due to reduced exposure to oil field hazards from fewer rig days pulling ESPs. Since 2006, TNK-BP has gradually changed the way it thinks about ESP run life and lessons learned are provided in this paper as a case history. ESP run life was about 300 days MTBF when the project started and the 5-year goal was set at 600 days MTBF by year end 2011. Elements for success included leadership structure, coordinated teamwork across multiple internal business segments and continuous equipment improvement using root cause failure analysis. Reducing frequent failures was a basic priority as was technical equipment innovation and pilot project expansions. Results have been impressive with run life steadily increasing each month. Run life improved to 410 days MTBF during August 2008 from 296 days in January 2006. This 114 day run life increase has already prevented 550,000 tons (4 million barrels) of deferred oil, reduced $50 million of operating costs and saved rig time. The $350 million project value did not include redeployment of rigs to complete other oil enhancing work such as hydraulic fracturing and acid stimulations. During 2004, TNK-BP joined the ESP-RIFTS Joint Industry Project. The ESP-RIFTS System allowed TNK-BP to further develop and implement a unified way to classify and analyze ESP data for a huge well stock. The result was strategic operating changes, one of which was stopping the purchase of the lowest reliability equipment. Failure analysis was fundamental in helping TNK-BP with its initiative to get the right equipment into the right well.