Implementing Remote Mudlogging Solutions to Support a Deepwater Project in the Caribbean: A De-Manning Case Study

Today's oil and gas industry is a global endeavor. With technological advances in data management and transfer, the ability for experienced engineers to receive, interpret, and make decisions from all over the globe in near real-time is not only achievable, but is becoming more desirable. Provoked by downturns and reduced personnel numbers, methods of increasing efficiency and cost reduction has gradually moved engineers away from the rig site, while still undertaking the same roles and responsibilities. This paper examines one case for an operator in the Caribbean. One major client drilling in the Caribbean was forced to explore reduced staffing options on one of its deep-water drilling rigs after flight cancellations, border closures, and isolation/quarantine procedures were implemented due to the COVID-19 pandemic. This made getting experienced data engineers and sample collection personnel to the rig site impossible. Two data engineers, two mud loggers, and two sample catchers are on the rig during normal operations, but with the above-mentioned challenges, only two mud loggers remained on site. The mudlogging service provider proposed intercompany collaboration with a region experienced in remote operational support, and a remote monitoring station was set up and manned with experienced data engineers to support real-time operations. A focal point between the remote engineers and the rig team was designated, and was responsible for communicating roles and responsibilities, linking the two teams. A robust communication protocol was established between the mudlogging crew, the remote personnel, the drill floor, and the company man which outlined specifics of which events would trigger communication between parties. Two intermediate hole sections were successfully drilled, without any interruption or delay. The remote engineers successfully participated in the rigs well control drills, calling directly to the rig when needed. During drilling, the experienced remote personnel were able to provide topic specific guidance to the less experienced engineers at the rig site, which accelerated their on-the-job training. This guidance encouraged and allowed for decreased reliance on the remote support over the course of drilling. The operator considered the implementation of the remote engineers a success and looked to implement additional remote resources from other service lines and providers. Development of additional remote support opportunities directly reduces risk and cost of personnel at the rig site throughout all aspects of the oil and gas industry. Reduction of personnel on site reduces overall exposure to the hazards associated with the rig site and would decrease the probability of incident. Recent improvements in technology and communication have made it possible for this to be a viable solution to de-manning the rig site in an evolving industry.