Drilling Performance Improvement Case Study - Lawit-A Development Drilling

1998 ◽  
Author(s):  
S.N. Dong ◽  
H.J. Longwell
Keyword(s):  
Performance Improvement ◽  
Drilling Performance

Yetagun Field Development ERD- Drilling Performance Improvement Case Study

2018 ◽  
Author(s):  
Azizul Atemin ◽  
M. Nor Rafie Jainuddin ◽  
Chongyew Ong
Keyword(s):  
Performance Improvement ◽  
Field Development ◽  
Drilling Performance

Bottom Hole Assembly Design Enhancement Successfully Eliminate Hole Problems and Reduce Significant Drilling Time : South S Field Case Study

2020 ◽  
Author(s):  
Y. D. Mulia
Keyword(s):  
Contact Area ◽  
Cost Savings ◽  
Assembly Design ◽  
Drilling Performance ◽  
Bottom Hole ◽  
Unconsolidated Sand ◽  
Bottom Hole Assembly ◽  
Drilling Parameter ◽  
Drilling Time

For S-15 and S-14 wells at South S Field, drilling of the 12-1/4” hole section became the longest tangent hole section interval of both wells. There were several challenges identified where hole problems can occur. The hole problems often occur in the unconsolidated sand layers and porous limestone formation sections of the hole during tripping in/out operations. Most of the hole problems are closely related to the design of the Bottom Hole Assembly (BHA). In many instances, hole problems resulted in significant additional drilling time. As an effort to resolve this issue, a new BHA setup was then designed to enhance the BHA drilling performance and eventually eliminate hole problems while drilling. The basic idea of the enhanced BHA is to provide more annulus clearance and limber BHA. The purpose is to reduce the Equivalent Circulating Density (ECD,) less contact area with formation, and reduce packoff risk while drilling through an unconsolidated section of the rocks. Engineering simulations were conducted to ensure that the enhanced BHA were able to deliver a good drilling performance. As a results, improved drilling performance can be seen on S-14 well which applied the enhanced BHA design. The enhanced BHA was able to drill the 12-1/4” tangent hole section to total depth (TD) with certain drilling parameter. Hole problems were no longer an issue during tripping out/in operation. This improvement led to significant rig time and cost savings of intermediate hole section drilling compared to S-15 well. The new enhanced BHA design has become one of the company’s benchmarks for drilling directional wells in South S Field.

scholarly journals Pentingnya Manajemen Data Pengeboran Untuk Meningkatkan Operasi Pengeboran Panas Bumi

2020 ◽  
Vol 2 (2) ◽  
pp. 47-61
Author(s):  
Daniel Adityatama ◽  
◽  
Rizky Mahardhika ◽  
Dorman Purba ◽  
Farhan Muhammad ◽  
...  
Keyword(s):  
Data Management ◽  
Oil And Gas ◽  
Data Management System ◽  
Key Factors ◽  
Drilling Performance ◽  
Geothermal Fields ◽  
Drilling Data ◽  
Cost Efficient ◽  
Geothermal Drilling

Drilling is one of the major cost components in geothermal exploration and development. Effective and cost-efficient drilling significantly contribute to the success of geothermal development. Key factors in reducing drilling costs are optimising operations, utilising manpower to its fullest potential, and also benchmarking with other drilling activities to evaluate one’s performance objectively. This is possible if the information regarding the previous drilling activities is stored and easily gathered and analysed before making plans for the drilling campaign. The importance of drilling data analysis and drilling data management have been a subject of study and discussion since the 1980s, but it is still not that common in geothermal drilling, especially in Indonesia. The purpose of this paper is to summarise the definition and examples of drilling data management in a more well-established industry such as oil and gas from various studies in the past, assess the advantages of having a proper drilling database or data management system, and how can the data be used for potentially improving future drilling operation. A case study of converting legacy data from previous drilling campaign of two geothermal fields in Java into a database is also discussed to demonstrate how legacy drilling data can be used to evaluate drilling performance.

Why are Local Authorities Reluctant to Externalise (and Do They Have Good Reason)?

10.1068/c0419 ◽  
2005 ◽  
Vol 23 (2) ◽  
pp. 191-206 ◽  
Author(s):  
Tom Entwistle
Keyword(s):  
Service Delivery ◽  
Performance Improvement ◽  
Public Service ◽  
Public Management ◽  
Good Reason ◽  
Significant Proportion ◽  
Local Authorities ◽  
Labour Government ◽  
Theoretical Support

In vogue with the international currents of public management, the United Kingdom's New Labour government sees the outsourcing, or externalisation, of public service delivery as a key instrument of performance improvement. Evidence suggests, however, that a significant proportion of local authorities are reluctant to externalise. On the basis of fifty interviews in six case-study authorities, the author identifies five reasons for a reluctance to externalise. He further considers the degree of theoretical support for this reluctance, concluding that gaps in our knowledge—critical to ‘make or buy’ decisions—make it impossible to determine whether a reluctance to externalise is well founded or not.

Abstract T P278: HASTe: A Team Approach to Improving Pre-Hospital and ED Delays in Stroke Care

Stroke ◽  
2014 ◽  
Vol 45 (suppl_1) ◽  
Author(s):  
Melissa Dofredo ◽  
Angela West
Keyword(s):  
Medical Record ◽  
Performance Improvement ◽  
Care Delivery ◽  
Stroke Care ◽  
Individual Case ◽  
Delivery Systems ◽  
Team Approach ◽  
Improvement Project ◽  
Transfer Processes

Background: Despite an array of available guidelines and research, many organizations continue to seek innovative ways to decrease time delays and enhance their stroke care delivery systems. After dissecting the case of an acute ischemic stroke (AIS) patient cared for in our facility, many delays were noted from onset of symptoms until admission to ED. Purpose: The purpose of the HASTe (Hyper Acute Stroke Team) initiative is to utilize a case-study approach to discover pre-hospital and ED delays, and offer quality improvement project ideas that can be used to enhance stroke-care delivery systems. Methods: With leadership from the Stroke Program Director, 15 neuro-critical care nurses formed the HASTe to ameliorate delays noted in AIS care. A case-study review of an AIS patient led to a schematic timeline map which demonstrated minutes lost at each area of delay. Identified areas of delay included lack of community knowledge on stroke, preventative delays in Emergency Medical System (EMS) on-scene time, lack of updated AHA/ASA guideline knowledge at an outside facility ED, inefficient transfer processes to our facility for endovascular intervention, and technical delays in electronic medical record entry. All of these factors contributed to time lost for reperfusion therapy. Results: Pre-hospital and ED delays contributed to approximately 120 minutes lost. After analyzing these delays, the HASTe initiated several performance improvement projects to address the delays. Community and EMS presentations covering the urgency of stroke were created. Connections were made with outside facility ED educators to offer in-services on AHA/ASA updates. Improved transfer processes were coordinated with local EMS administration and private ambulances. A pre-admitted “John Doe-Stroke” medical record was created for potential stroke patients coming in to our ED. Conclusions: A team approach such as the HASTe is an innovative way to integrate knowledge gleaned from individual case studies to induce coordinated performance improvement projects that affect the community, EMS, and ED. Further case study reviews can reveal other areas in which the HASTe can positively affect change in the continuum of stroke care.

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