Evaluation Of Non Productive Time Of Geothermal Drilling .
PROCEEDINGS, Thirty-Eighth Workshop on Geothermal Reservoir EngineeringStanford University, Stanford, California, February 11-13, 2013SGP-TR-198EVALUATION OF NON PRODUCTIVE TIME OF GEOTHERMAL DRILLING OPERATIONS– CASE STUDY IN INDONESIABonar MARBUN, Ramadhana ARISTYA, Riantana H.PINEM, Budi S.RAMLI, Karolina B.GADIInstitut Teknologi BandungJalan Ganesha 10Bandung, West Java, 40132, Indonesiae-mail : bonar.marbun@tm.itb.ac.idABSTRACTCost overruns can easily manifest during wellconstruction due to unexpected drilling problem issuesincluding lost circulation and stuck pipe. Too oftenthe best drilling practices used to address troublezones are limited to a few conventional methods witha narrow range of effectiveness. In that purpose, theasset management drilling tools and techniquesintroduced in this study can be effectively deployed inthe analysis of drilling performance. They help todetect new opportunities, quantify and addressremovable lost time and analyze the major problemsin a comprehensively and structured manner. The aimof this paper is to evaluate the Non Productive Timeoccurred during drilling operation in a geothermalexploration well in Indonesia.Figure 2: Flow path of drilling design and operation(Adams, 1985)INTRODUCTIONDrilling engineering is divided into several specialtieswhich described in Fig. 1Figure 1: Basic Knowledge of Drilling Engineering(Bourgoyne, 1986)Each part of the drilling knowledge is connected eachother in the flow path of drilling design and operation.There are many factors and events that impact thetime and cost to drill a well. Factors can be classifiedas either observable or unobservable (Kaiser, istics, geology, and drill parameters of thewell, while indirect characteristics, such as operatorexperience and wellbore quality, will be representedby proxy variables. Factors such as well planning andexecution, team communication, leadership, andproject management skills will also impact drillingperformance, but to capture and identify the influenceof these variables is often beyond the scope ofanalysis. There is no way to identify all the relevantcharacteristics of drilling, but many factors can beidentified and in practice it is necessary to identifyonly the set factors that describe the primary elementsof the process.
Figure 3: Description of the elements of methodology (Bourgoyne, 1986)The factors that impact the time and cost to drill awell are (Lagreca, 2008):because practices, opinions, and experiences amongdrilling contractors vary dramatically.Well CharacteristicsA wellbore is a 3D tubular structure which can bedescribed in geometric terms with respect to thelength, diameter and curvature of the hole trajectory.The drilled interval (DI) is the difference between thetotal depth (TD) and the spud depth (SD), while thevertical interval (VI) is defined as the differencebetween the vertical depth (VD) and spud depth.Site Characteristics.Primary well characteristics include geographiclocation, and environmental conditions. The region inwhich a well is located is important considerations inobtaining local government regulations and permits,port handling and transportation. The maturity of theinfrastructure support services as measured, forexample, by the knowledge and experience of theoperator (as measured, say, by the number of wellsdrilled in the region in the past 5 years) will also playa role in determining drilling cost.Well complexityComplex well arise from a diverse set of factors,including the nature of the geological formation, thedepth of the target, the trajectory of the wellbore, theexperience of the contractor, and the technologyapplied. Well complexity is difficult to quantify andfrequently ambiguousOperator preferenceThe operator decides not only where to drill, but alsohow to drill and the manner in which to execute thedrilling operation. Rig selection depends upontechnical factors such as the type of well being drilled,environmental criteria, and expected drilling depth.
Equipment selection involves tradeoffs that balanceweather risk and the potential cost of delay.Drilling characteristicsDifferent types and sizes of bits are used according tothe hardness of formations, pressure regime, anddrilling plan.Formation EvaluationFormation evaluation is critical step, because it is thestage in which information about the presence orabsence of geothermal reservoirs is acquired. Timespent coring, logging, reaming, and testing is “flat”time, however, so for all other things equal, if a wellrequires more extensive formation evaluation, then itsdrilling performance metrics will not look asfavorable if time is not allowed for this activity.Historically, it is common practice for operators torely on their well delivery personnel (i.e. foremen,drilling engineers and/or operations superintendents)to work with vendors to investigate and document tooland wellbore-related failures (Hubbard, 2010). Inmany cases, this type and level of support isappropriate and effective. However, investigationsinto high-impact Non-Productive Time eventsinvolving complex tools and operations typicallyrequire more time and effort than well deliverypersonnel can reasonably dedicate, given that thiswork has to compete with time necessary for wellplanning and real-time supervision activities. Withoutsufficient operator support and influence duringfailure investigations, tool vendors can (often bynecessity) give less focus to failure investigations andrisk mitigation efforts. This approach to failureinvestigations has resulted in fundamental issues (i.e.root causes) ot being identified and/or addressed,which in turn leads to additional tool failures andperpetuation of high levels of NPT and associatedtrouble cost. Therefore, it is in the best interest ofoperators and vendors to assign a high priority tofailure investigation and risk mitigation work,dedicating the appropriate resources, establishing afit-for-purpose infrastructure, and allowing the workto be an integral part of the well and tool/servicedelivery processes. The benefits to the operator areself-evident. The tangible benefits to the suppliercome from the ability to demonstrate excellence inservice provision to the operator, therebystrengthening the relationship. Through active supportand involvement in failure investigations drivingdown NPT, suppliers are now able to demonstrate thatthey are competitive from a total cost perspective,including not only the direct cost of goods andservices but also the indirect costs associated withNPT.TechnologyThe impact of technology on drilling performance ispervasive but difficult to isolate (Kaiser, 2007).Technology may be “enabling” or “enhancing” orboth and will normally shift from enabling toenhancing over time. New technology is expensive,but if the technology reduces drilling time or improvesthe efficiency or safety of the operation and becomeswidely adopted, costs decline, and performanceefficiencies will improve and become absorbed withinprocess. Many examples of tradeoffs are well-known,but the impact of technology remains notoriouslydifficult to evaluate, even under carefully controlledfield experiments.
Before DrillingTheseshouldbeconsidered before drillingin geothermal field.1. Fulfillment ofdrilling equipments2. Certification ofcrew andequipments3. Administration,permission, andsocialization4. Fulfillment ofdrillingrequirements inarea5. Transportation6. Equipments and rigtransportation, rigpreparation7. Rig skid8. Orientation ofdrilling area9. Drilling program10. Drilling technology11. Fire Extinguishers12. HSE bulletinTable 1: Procedural aspects in geothermal drilling planningWhile DrillingAfter DrillingDrilling ProblemsTheseshouldbe Theseshouldbeconsideredwhile considered after drillingdrilling in geothermal in geothermal field.field.1. Drilling reporting1. Procedure ofsystemmilling sidetrack2. Daily report system2. Spud in preparation 3. Rehabilitation of3. BHAarea4. Slings utilization4. Wellhead5. Formation drillinginstallation6. Monitoring drilling 5. Changing masterparametervalve with packer7. Pull out-in of6. Valve installationdrillstring7. Waste management8. Circulation9. Coring10. Running conductorcasing and liner11. Running perforatedliner12. Liner adapter13. Tieback installation14. Pac-N-Pic BridgePlug15. Cementingconductor casingand liner16. Cementing twostage17. BOP stack18. Diverting andevacuation19. Logging20. Running caliper log21. XMRI FWSlogging22. Survey operation(Gyro Survey)23. Downhole cameraOperation24. Logging GR,Resistivity, PTSThese problems shouldbeconsideredindrilling in geothermalfield.1. Lost circulation2. Aerated mud drilling3. Blind drilling withsalt water4. Measurement of losscirculation rate5. Drilling with partiallost circulation6. H2S7. Gas-fluid kick-steamkick8. Stuck pipe9. Wellbore stability
Table 2: Drilling aspects for time and cost evaluationDrilling PhaseDrilling Activities AnalysisConductorRig moving/skiddingConductorSpud in preparationDrilling-MillingDiverterP/U DP - BHA - RIH - Change mud - DOC - FIT/LOTDrillingHole conditioning26”POOHCasing 20”Cementing, WOC, POOH, Lay down stingerWellhead-BOPP/U DP - BHA - RIH - Change mud - DOC - FIT/LOTDrillingCoring operationHole conditioning17 1/2”POOHLogging operationCasing13 3/8”Cementing, WOC, POOH, Lay down stingerWell Head - BOPP/U DP - BHA - RIH - Change mud - DOC - FIT/LOTDrillingCoring operation12 1/4”Hole conditioningPOOHLogging operationLiner 10 3/4 ”Well Head – BOPP/U DP - BHA - RIH - Change mud - DOC - FIT/LOTDrillingCoring operation9 7/8”CompletionHole conditioningPOOHLogging operationLiner 8 5/8”Well Head – BOPPreparationWell clean upChristmas tree-wellhead
FIELD CASE 1Figure 4 shows a case study of exploration drillingtime in Field X, Indonesia. The stuck pipe occurrencewas major source of lost time. The pack off happenedwhile drilling operation dominantly caused byinappropriate hole cleaning program, drillingequipment, personnel response. Further, fishingoperation done to recover the lost parts of drillstringin hole. The stuck pipe and fishing operation torecover the string after stuck are major source of NPTin field X, therefore stuck pipe is explained in moredetail in hole problems sub chapter previously.The engineering aspects also have been analyzed forthe likes of hole cleaning, equipments performance,drilling and completion process performance,problems and other events of drilling activities, tomake better plan for the subsequent wells.The primary focus on the drilling activity was thepreparation and planning of drilling operation. Theremote area issue couple to improper preparation andcommunication brings forth the access problems totransport the equipments and personnel. Besides, theimproper estimation lead to lack of resources whiledrilling, cause another lost time. The equipmentsissue, related to availability, conditions andperformance bring forth another lost time whiledrilling and completing the well. Majority of lost timehave been analyzed through the procedures planningsystem. Proper planning and preparation are the mainelements to solve the problems. The performanceanalysis have been incorporated to the proceduresplanning for the further well drilling operation,therefore the lost time occurrence risk will reduced.Designing the well, particularly preparation in time,equipments and procedures is critical issue. Drillingand completion operation must be done properlyaccording to the plan. By the proper planning, preciseexecution, and careful evaluation of drilling, the riskand operation error will be reduced. Minimizing therisk and operation error will reduce the NPT andreducing the NPT will decrease the non-productivecost significantly.Figure 4: Plan and Actual Drilling Time of Field X
Figure 5: Time vs Depth Graph of Field XFigure 6: Time Breakdown Percentage of Filed X
Field X Data. Not published.Finger, J., and Blankenship, D. (2010),“Handbook of Best Practices for GeothermalDrilling”, Sandia Report, 13-14, 48-51.Hubbard, Brad L., Kadri, Shabib J.,Crotinger,Michael J., Griffith, James E., Eric van Oort(2010), “Nonproductive Time (NPT)Reduction Delivered Through EffectiveFailure Investigations”, presented at theSPE/IADC Drilling Conference andExhibition, Orleans, Louisiana.Figure 7: PT vs NPT Chart of Field XCONCLUSIONThe following conclusions can be derived based onthe study:1. The planning of drilling operation is criticalphase to push down the technical limit inachieving the perfect well drilling time.2. The drilling problems must be accounted inplanning process to reduce the risk of lost timeoccurrence. The case study describe that theimproper planning could lead to significantlost time.3. Based on drilling experience and performancein several field, couple to research study ofgeothermal drilling, the planning program ofdrilling procedures could be derived. Thedetail procedures planning explain each ofprocess and activity, therefore the risk of losttime could be pressed down since thebeginning of drilling.REFERENCESAdams, A.J., Gibson, C., Smith,“Probabilistic Well TimeRevisited”, presented at theDrilling Conference andAmsterdam, Netherlands.R (2007),EstimationSPE/IADCExhibition,Adams, N.J (1985), “Drilling Engineering aComplete Well Planning Approach”,PennWell Publishing Company, ng”, SPE, USA.DrillingHariharan, P.R., Judge, R.A, Nguyen, D.M(2006), “The Use of Probabilistic Analysisfor Estimating Drilling Time and CostsWhile Evaluating Economic Benefits ofNew Technologies”, presented at theSPE/IADC Drilling Conference, Miami,Florida.Iyoho, A.W., Meize R.A, Millheim, K.K.,Crumrine, M.J (2004), “Lessons FromIntegrated Analysis of GOM DrillingPerformance”, presented at the OffshoreTechnology Conference, Houston, Texas.Kaiser, Mark J., Pulsipher, Allan G (2007),“Generalized Functional Models for DrillingCost Estimation”, Journal Paper of SPE.Lagreca, Alejandro J., Damski,carlos., Peden,James M., Nakagawa, Edson Y (2008), “TheRole of Knowledge, Tools, and Systems forDrilling Analysis”, Journal Paper of SPE.Marbun, B., Zulkhifly, S., Hariz, I., and K. Dita(2011), “Geothermal Drilling – AnOverview”, Proceeding 35th AnnualConvention & Exhibition, IndonesianPetroleum Association (IPA).Marbun, B., Zulkhifly, S., Priatmojo, S., andGunawan, T (2012), “Selection of BestDrilling Design for Geothermal Drilling –Case Studies”, Proceeding 36th AnnualConvention & Exhibition, IndonesianPetroleum Association (IPA).Rahil, A. (2007), “Drilling PerformanceManagement System”, presented at the
InternationalPetroleumTechnologyConference (IPTC), Dubai, U.A.E.Sadlier, A., Wolfe, Chris., Reese, Mike., Kenda,Bill (2011), “Building Real-time, RemotePressure Management Service Capability toEnhance Safety and Reduce Drilling NPT”,presented at the SPE Digital EnergyConference and Exhibitionheld, Woodlands,Texas.
Drilling engineering is divided into several specialties which described in Fig. 1 Figure 1: Basic Knowledge of Drilling Engineering (Bourgoyne, 1986) Each part of the drilling knowledge is connected each other in the flow path of drilling design and operation. of the process. Figure 2: Flow path of drilling design and operation (Adams, 1985)
production Non-productive time is measured to analyze how much standard time is lost due to machine down time. Lost time is recorded to show management a reason for low production in a particular day or lower line . have already discussed study on non-productive time in details of this project. These are the following three factors find out .
5 AGRICULTURAL AND PRODUCTIVE USE SOLAR COMPANIES 47 . 5.1 Relevant Government and Donor Agriculture and 48 Productive Use Programs 5.2 Agriculture and Productive Use Relevant Regulations 48 . 5.3 Productive Use Applications for Off-Grid Solar Systems 49 . 5.4 Financial Products for productive users of energy 50
continuous improvement by flowing the product at the demand of the customer (Introduction to Lean, 2010) [4]. Lean manufacturing helps to identify productive and non- productive activities. Productive activities focus on any activity that customer is willing to pay for. Non productive activities describe that the customer does not consider as adding value to his product (for example, waiting .
POINT METHOD OF JOB EVALUATION -- 2 6 3 Bergmann, T. J., and Scarpello, V. G. (2001). Point schedule to method of job evaluation. In Compensation decision '. This is one making. New York, NY: Harcourt. f dollar . ' POINT METHOD OF JOB EVALUATION In the point method (also called point factor) of job evaluation, the organizationFile Size: 575KBPage Count: 12Explore further4 Different Types of Job Evaluation Methods - Workologyworkology.comPoint Method Job Evaluation Example Work - Chron.comwork.chron.comSAMPLE APPLICATION SCORING MATRIXwww.talent.wisc.eduSix Steps to Conducting a Job Analysis - OPM.govwww.opm.govJob Evaluation: Point Method - HR-Guidewww.hr-guide.comRecommended to you b
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