Integrated Operating Centers
Integrated Operating Centers
MASTERS THESIS
Study program/Specialization Spring semester, 2013 Industrial economics, specialized in drilling pen / Konfidensiell Writer: Nam-Kha Nguyen Faculty supervisor: Petter Osmundsen External supervisor(s): Arne Konrad Thorsen Title of thesis:
(signatur forfatter)
Credits (ECTS): 30 Key words: Integrated operations Beacon Remote drilling centers Baker Hughes Decision making
Acknowledgements
I wish to thank my family, friends and colleagues from Baker Hughes for their encouragement and help writing this thesis, especially Ramtin Maleknasri for his continued support and as a motivator. I would also like to show my gratitude to my external supervisor Arve K. Thorsen for providing me with a lot of relevant literature, and thanks to Professor Petter Osmundsen for being my supervisor and his help with the thesis.
Abstract
To face todays challenges that especially applies mature field developments like higher rig costs, limited bed space and more performance-based tendering, the oil industry has to evolve. Integrated Operations is not a new concept, but has gone through an extensive development since the first ones in the 80s, and is even still developing. A lot of different efforts have been made, and are still being made. The BEACON concept that was first explored together in conjunction with BP and Norsk Hydro has in this thesis been analyzed and discussed. This model has exceeded all expectations, and has surely been implemented into Baker Hughes core strategy. A standardized model has been adopted, and exported to other areas of the world. The list of benefits is long, far exceeding the challenges. There is no doubt Integrated Operations is something for the future. It will continue evolving, include more disciplines, and bring the service companies and operators even closer.
Table of Contents
List of Figures ......................................................................................................................................3 1 Introduction .....................................................................................................................................4 2 Integrated operations .......................................................................................................................5 2.1 First Generation..................................................................................................................................... 5 2.1.1 Superiors Real Time Drilling Data Center (DDC) [1981 present] ................................................ 6 2.1.2 Tennecos Central Site Data Center (CSDC) [1983 1990] ............................................................ 8 2.1.3 Amocos Drilling Command and Control Center (DCC) [1984 1989] ......................................... 10 2.2 Second Generation .............................................................................................................................. 13 2.2.1 Statoil Onshore Support Center (OSC) [2003 present] .............................................................. 14 2.2.2 ConocoPhillips Onshore Drilling Center (ODC) [2002 present] ................................................ 16 2.2.3 BPs Onshore Operations Center (OOC) [2002 present] ........................................................... 18 3 Baker Hughes Baker Expert Advisory Center/Operations Network (BEACON) [2001 present] ......... 22 3.1 First phase BEACON............................................................................................................................. 23 3.1.1 Pilot phase .................................................................................................................................... 23 3.1.2 Re-launch...................................................................................................................................... 24 3.2 Second phase BEACON ........................................................................................................................ 27 3.2.1 Development of positions ............................................................................................................ 28 3.2.2 Setups ........................................................................................................................................... 31 3.2.3 Other BEACON services ................................................................................................................ 33 3.2.4 Implementation ............................................................................................................................ 36 4 Discussion ...................................................................................................................................... 38 4.1 Technology .......................................................................................................................................... 38 4.1.1 WITSML (Wellsite Information Transfer Standard Markup Language) ........................................ 39 4.1.2 Wired Pipe .................................................................................................................................... 41 4.1.3 WellLink ........................................................................................................................................ 47 4.1.4 WellLink Radar.............................................................................................................................. 50 4.2 Personnel related/HS&E ...................................................................................................................... 52 4.2.1 Decision making ........................................................................................................................... 54 4.2.2 Development and training............................................................................................................ 55 4.2.3 Reliability ...................................................................................................................................... 56
List of Figures
Figure 1: Timeline overview of operation centers9.................................................................. 13 Figure 2: Location map showing fiber optic link13.................................................................... 18 Figure 3: Remote controllable systems developed in the Demo2000 program16 ................... 25 Figure 4: The Development Process for Remote M/LWD Services17 ....................................... 31 Figure 5: The Development Process for Remote SLS and Remote M/LWD Services 17 ............ 32 Figure 6: An organizational chart representing cross-divisional expertise in the planning, execution and evaluation phases of the well. The ogranization described is a continuous organization and not an ad hoc development group.18 ........................................................... 35 Figure 7: Section view of double-shouldered pin tool joint, armored coaxial cable and inductive coil used in drill string telemetry network20 ............................................................ 41 Figure 8: Overview of the Troll West Field, located approximately 80 km west of Bergen, Norway20................................................................................................................................... 42 Figure 9: Log excerpt of a time-based drilling optimization real-time log with reduced data due to downhole vibration20 .................................................................................................... 44 Figure 10: Log excerpt of memory log that is available real-time through wired drillpipe telemetry20 ............................................................................................................................... 45 Figure 11: WellLink data flow21 ................................................................................................ 47 Figure 12: WITSML as an enabler21 .......................................................................................... 48 Figure 13: Example of a WellLink RT display21 ......................................................................... 49 Figure 14: Usual drilling dysfunctions WellLink Radar can address ......................................... 50 Figure 15: Case-based decision support model22..................................................................... 52 Figure 16: WellLink RADAR is a decision support service21...................................................... 54 Figure 17: BEACON learning curve compared to traditional learning curve17 ......................... 55 Figure 18: Baker Hughes reliability development 2005-200917 ............................................... 56
1 Introduction
In the oil industry, rapid technology development is something that has been in its nature since its birth. From the first bits and the first electrical resistivity log (by Schlumberger) to todays hybrid rollercone/PDC bits (Kymera by Hughes Christensen) and ultra-deep reading resistivity (DeepTrak by Baker Hughes). Technology advancements has always been the key to get an edge and ahead of competitors. Also in the personnel/organizational side of the business, there has been some advancement. IO, or integrated operations, is the term used for the new technologies with the aim of first and foremost, reduce POB and thereby reduce the overall HS&E risk for offshore operations. One can say there have been primarily 2 generations of IO development, whereas we are currently in the second generation. The first started in the 1980s including Mobils Drilling Data Center and Amocos Critical Drilling Facility ran in GoM. The second generation has been building from the lessons learnt from these, with Baker Hughes and Statoil taking point on the NCS. The purpose of this thesis is to explore the journey IO centers has gone through and where the future lies for this concept. Focusing on Norway and Baker Hughes BEACON concept, the thesis will try to uncover benefits, challenges and possibilities both for the service companies and the oil companies (with focus on drilling).
2 Integrated operations
Integrated operations (IO) can be defined as work processes utilizing and making real-time information available for personnel independent of location to optimize and increase operational efficiency. IO result in significant changes to current work processes and operation forms and lead to closer integration onshore-offshore, contractor-operator and between different disciplines. Decision loops are expected to be shortened and based on enhanced use of real-time information. IO are expected to support major changes to manning requirements offshore and creation of new positions in the oil and gas industry. The global oilfield workforce has halved since the 1980s yet the industry has managed to increase world oil output, in part due to increased efficiencies compensating for the reduction in human capital. Production from mature oil fields, such as the North Sea, is predicted to decline, and the ability to reduce both development and operating costs is essential to ensure the future of these mature fields. IO will thereby play an important role in enabling the oil industry to adapt to these challenges to ensure viability in these maturing provinces.1
2.1.1 Superiors Real Time Drilling Data Center (DDC) [1981 present]
The DDC was in turn an innovative initiative as part of Superior Oils strategy to take advantage of economic incentives offered in the 1978 Natural Gas Policy Act. This involved drilling deep, high-pressure gas wells in Texas and Louisiana, during a time in which the US rig count was establishing record numbers above 4,000, experienced crews were scarce, and drilling these wells would be a significant technical challenge. This resulted in a joint agreement with Dresser Magobar, with Superior owning and operating the central facility and renting the rig-based data units from Magobar. The Center started operations on October 1st, 1980. Traditional lines of command were honored, and the Center was merely a tool to assist the rig site personnel with back-up surveillance and assist office personnel responsible for certain decisions. The Center survived through the 1980s, despite going through a merger (Mobil acquired Superior in late 1984), lower oil prices, and lower rig counts. In fact, data centers were added both in Lafayette, The Woodlands, and at former Mobil offices in New Orleans and Houston. These were established to allow drilling teams to have access to resources such as multiple data displays, plotters, and direct rig communications. However, the role of the DDC remained firmly focused on 24/7 support of multi-well drilling operations by providing involved parties with a common set of reliable data and tools for decision making. By 1989, US Rig count had dropped below 1,000, and the extension data centers in both Houston and New Orleans had been closed. Despite this, the Dallas facility had adapted its telecommunications resources to support what is described as a synergistic relationship between personal computers and a central computer and communications facility. The use of graphics terminal emulation software provided user with all the functionality previously supported by the terminals but with the added benefit of integration with other applications, such as data transfer to spreadsheets or drilling engineering applications. In a 1994 report4, the Center was deemed highly successful. They too had less emphasis on the Centers function as a surveillance tool, but more on the Centers role in providing telecommunications support and gathering and managing data on behalf of the drilling organization. It was reported that information recorded during well control operations had
2.1.3 Amocos Drilling Command and Control Center (DCC) [1984 1989]
Amocos DDC, which started operations in September of 1984 was quite different from both the Superior and Tenneco center in terms of both vision and functionality. The name is revealing of a more ambitious scope and a futuristic vision which was the brainchild of Keith Millheim. The DCC was a subsystem of a Critical Well Facility (CWF) located in Tulsa6. The latter comprised advanced computing systems, satellite communications infrastructure, and a team of technical experts with a combination of operational and research credentials. Among the advance tools available to the was an Engineering Simulator for Drilling 7 developed in conjunction with Logicon, a defense contractor whose simulation experience included the F-16 Advanced Flight Simulator. The system was designed with critical wells in mind, those with attributes such as high risk, frontier location, remote, deep water, great depth, expensive, technically difficult, adverse environment, environmentally sensitive. The system was conceived as a new approach to drilling wells. The telecommunications, computing systems and software represented state of the art. Dedicated satellite communications supported voice, data and video links to drilling operations. The system transmitted one channel of full motion video and one of freeze frame video at any given time. Cameras were also located behind one-way mirrors at the console in Tulsa and at a video console on the rig. The operator could select any combination of one full motion and one freeze frame view including face-to-face teleconference sessions with the person behind the one-way mirror on the rig. The user interface to the custom developed software relied on touch screens to navigate to and select options from four screens of menus. There were no keyboards. The software also made extensive use of color graphics to show, e.g. cement displacement progress by the way of an animated wellbore schematic. Other screens showed similar graphical depiction of key drilling or pumping equipment and relevant parameters. The ESD was capable of real time and faster than real time simulations of drilling a well using more than 70 linked mathematical models to describe the bit, solids control devices, hoisting system solid transport etc.. The simulator was connected to th e database and could be initialized to current conditions in a matter of minutes thus permitting rapid
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Moving on to the second generation, one can immediately observe this generations advantage compared to the last generation considering the huge evolution of information technology up to the millennium. In the late 90s, interest in drilling operations centers was renewed in the North Sea. Approaching peak production at the end of the decade, both the governments and the operators strategies started to shift toward long-term sustainability, efficiency and cost management. In 1998/1999 a 1,143 kilometer long fiber-optic cable with 24 fiber stands was installed from Krst on the west coast of Norway as the backbone for a shared communications infrastructure. The access to reliable low-latency broadband made effective video conferencing possible, and revolutionized the communication between onshore and offshore providing the office personnel onshore with practically the same level of access to real-time data as to that at the offshore installations. Together with the development of LWD tools and RSS tools, real-time interpretation and geosteering made complex reservoirs like Troll, Valhall and Heidrun viable.9,10 In this chapter, companies on the NCS with unique concepts will be explored.
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Operations Center 2000 and a second from the Drilling department called Team 2000. The Operations Center 2000 project was a project with the aim of investigating how far it was possible to take the concept for remote monitoring, maintenance and even operation from onshore. One of the outcomes of the work done in this project was the establishment of a pilot onshore operations support center, or Virtual Business Support Center as it was then called. The center housed remote operator stations for all operated fields at the time. However, it was not permanently manned, and was only used on an ad-hoc basis. The center provided a useful facility to asses new technology, for example the first version of the Valhall facilities optimizer and the model based slug controller for the Hod to Valhall pipeline were both tested and commissioned entirely from the onshore center, without anyone having to go offshore. New concepts, such as prototype for wearable PC based video conference tools, which later became known as Visiwear, were tested from the center. The first steps were also taken towards remote performance management by interfacing to offshore machinery monitoring and vibration data in the center. A good example of an early success was that an onshore production engineer, working remotely in collaboration with the offshore staff,
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The technical set-up for the Team 2000 project was much more sophisticated then of the Operations Support Center described in the last section. The offshore drilling location was linked to BPs offices, which was then again linked to the pilot onshore operations support center established at Baker Hughes offices via the Secure Oil Information Link14. The results and conclusions from the pilot was that it was a success and proved that remote support was possible and that the transformation in working practices led directly to reduced operating costs, improved oil recovery and improved HS&E performance. The Team 2000 was taken forward by Baker Hughes and is today known as the BEACON concept, which will
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3 Baker Hughes Baker Expert Advisory Center/Operations Network (BEACON) [2001 present]
In the late 1990s, Baker Hughes realized that a great deal of effort had been expended, developing new and improved technologies that led to significant improvements in well delivery times. However, NPT remained high, and further improvements in operational efficiency were still necessary. Not much effort had been devoted to develop the organization, identifying better and smarter work processes. IT and telecommunication technology seemed to offer a great potential to improve work efficiency and to use the most important and scarce resource, human capital in the form of expertise in new and better ways. It was again this fiber optic cable infrastructure on the NCS which trigge red Baker Hughes decision to explore the world of remote operations. As described in the last chapter, the Team 2000 project initiated in 1997 together with BP and Norsk Hydro marked Baker Hughes entry to their remote operations concept. The main goal was to use information communications technology to relocate people/work/positions from offshore to an Operations Service Center onshore, aiming to reduce POB, enhance operational support through development of collaborative work processes and optimized utilization of specific expert resources. This concept was later renamed BEACON becoming deeply rooted in the companys vision and goals, and still is today. It was believed that the transformation of working processes would lead directly to reduced operating costs, improved oil recovery and improved HS&E performance, both for the service company and the operator (as described in the last chapter for BP). After reviewing the success and failures from the first pilot phase for BEACON, Baker Hughes re-launched BEACON in phase two, which is generally how the center is today.
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Several improvements were identified at the end of the pilot phase. In particular, mud logging services proved difficult to transfer onshore and these services reverted to conventional offshore operations whilst the deficiencies were investigated and rectified. Only drilling and MWD/LWD services continued to be operated remotely from the onshore service center.15,16
3.1.2 Re-launch
Equipment was re-engineered, human processes were reevaluated, and ownership of the implementation of the concept was shifted to the rig supervisors. Onshore services were reintroduced during the summer of 2001. The surface systems were redesigned so that remaining Baker Hughes rig site personnel could perform the necessary hardware maintenance. The surface systems were made more robust and newly developed software for remote control of rig site gas equipment was deployed. Sensor and gas equipment maintenance was traditionally a data operator duty and resolving these issues were key to moving the position onshore. Processing computers were moved onshore, while sensor and gas equipment remained in the mud logging unit on the rig. Certain systems associated with the remote control were brought onshore. This also reduced the need for assistance to run the system from offshore. However, by doing this, a network break would prevent the data operator from performing his work tasks. A gas reading display, not dependent on the logging data system, was placed in the doghouse. Consequently, if a network break should occur, the gas system would still display the return mud gas content enabling operations to continue. In addition, the network break would prevent the data operator from recording data. With these changes it was concluded that the uptime for the modified surface logging system would be higher than a conventional rig site based system. In January 2002, an award granted by the Norwegian Research Councils the Demo2000 program, to develop a rig and operator independent ultra-reliable mud logging service capable of remote operation. These systems were later implemented to complement the transfer changes, they include;
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A remotely monitored hydrogen generator used to feed hydrogen to the flame ionization detection system (FID), which demands gas samples that are free of moisture and dirt to meet the stringent requirements on gas readings, set by both the authorities and customers
Further analysis also showed that by changing locations, the normal interpersonal communications had been disrupted. In addition to raising awareness of the changes, videoconferencing equipment was installed linking the onshore center with the main display PCs offshore (company man, geologist and logging system unit) to enable some level of face-to-face communication to continue. Telephones would still be the main communication channel as during the pilot phase. After review, many of the difficulties encountered during the pilot trials were attributed to poor communication and alignment between the various parties involved. When managing projects of this nature, close communication and involvement between the operator and service company at both management and operational levels is essential. People, process
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In order to remove tasks from the data operator, who now has extra responsibilities as an ARTE, the mud logger is trained on-the-job to operate the gas system and perform calibration and basic maintenance on all SLS sensors as well as reset and initialization of computers. Data/M/LWD engineer Advantage Real-Time Engineer (ARTE) offshore
A new position called was created to replace both the data and the M/LWD engineers at the rig site. Offshore data engineers has to be cross-trained (usually a standard four-week training program) in performing basic M/LWD functions with respect to programming and decoding, as well as monitoring of SLS drilling data and M/LWD survey and log data. Most of the reporting functions and QA/QC of data and logs were moved to the remote operations center (BEACON). The ARTE is responsible for handling surface systems setup and parameter input, real-time data acquisition regardless of product line (telemetered downhole data, surface sensor data and third party data), downhole tool configuration, testing, maintenance, and sensor calibration. The integrated surface acquisition system enables the ARTE to control all of the above real-time functions from one workstation. By removing offline and post-run duties from the ARTE job description, the offshore engineers is able to focus on well-site execution. The ARTE position is required through all phases of the well, supplying traditional mudlogging services during non-drilling phases when MWDs would typically be demobilized. The new ARTE position provided significant improvements to the work processes and operational continuity, since these crews are usually dedicated to one rig. This results in improved HS&E through rig familiarity, improved teamwork with the rig crew and in-depth project understanding. Data/M/LWD engineer BEACON GeoScience Engineer (BGSE) onshore
The BGSE position was created to take the offline tasks that the data/M/LWD engineers used
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3.2.2 Setups
Baker Hughes Norway is currently running three different kinds of personnel deployment, two of which has been developed through the BEACON concept. The first is of course the standard offshore setup, with; Offshore: 2 x DD, 2 x data engineers, 2 x M/LWD engineers, 2 x LG (on demand), 1 x RPS/LS (on demand) = total 6 9 persons Onshore at the BEACON center: 24/7 tech support engineers, 24/7 drilling optimization services (on demand), 24/7 reservoir navigation services (on demand after office hours) = 24/7 continuous eight-hour rotational shift plan
The second is with remote M/LWD services; Offshore: 2 x DDx, 2 x ARTE, 2 x LG (on demand), 1 RPS/LS (on demand) = total 4 7 persons Onshore at the BEACON center: 24/7 BGSE crew, 24/7 tech support engineers, 24/7 drilling optimization services (on demand), 24/7 reservoir navigation service (on demand after office hours) = 24/7 continuous eight-hour rotational shift plan
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Figure 5: The Development Process for Remote SLS and Remote M/LWD Services 17
The third is with both remote M/LWD services and SLS; Offshore: 2 x DDx, 2 x LG (on demand), 1 x RPS/LS (on demand) = total 2 5 persons (mud engineer handles the gas equipment and mud logging sensors when no LG is mobilized) Onshore at the BEACON center: 24/7 ARTE, 24/7 BGSE crew, 24/7 tech support engineers, 24/7 drilling optimization services (on demand), 24/7 reservoir navigation service (on demand after office hours) = 24/7 continuous eight-hour rotational shift plan Remote mud-logging services requires direct phone lines and/or UHF connections to the drill floor, CCTV mounted in critical areas, and full access to offshore data servers for mud logging with remote control capability. This level is currently implemented for BP on Valhall WIP and Maersk Reacher, while most of the Statoil rigs/platforms are using the second solution. Most of the other operators still uses the traditional setup.17
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Technical Support
To support and facilitate the rapid technology development related to M/LWD services and to promote high reliability records, the technical support in the BEACON center can assist ARTE / DDx in case of downhole/surface issues related to tool-programming, troubleshooting etc. Other tasks include; QC post-run data and aid support for rerun decisions, rig up support, problem reporting into a knowledge base for knowledge transferring. In Q1 2013, it was also decided to implement a (currently 12 hour daily) SLS technical support, which can assist everything related to surface systems and software. In addition to the local technical support, Baker Hughes has a Global technical support function, consisting of a centralized community of general senior support advisers and subject matter experts responsible for providing answers and solutions to product linespecific questions. In case of high-priority issues, a 24/7 help desk is available. Currently
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Figure 6: An organizational chart representing cross-divisional expertise in the planning, execution and evaluation phases of the well. The ogranization described is a continuous organization and not an ad hoc development group.18
This figure represents the actual real-time working structure where the different individuals are working toward achieving one common goal. The Drilling Advisory Services is a group of highly knowledgeable engineers with background in drilling and formation evaluation, acting as the lead engineers for any drilling optimization project. The Geoscience group focuses on data acquisition and analysis to ensure a flawless delivery of the well. BEACON takes care of the 24/7 operation both for the data acquisition and drilling optimization. The final discipline making up the group is the Drilling Dynamics Advisor. This dedicated focus is necessary for interpretation and expert guidance based on the science of the environment, including the generation of downhole vibrations and the complex nature of the energy released in the drilling process.
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3.2.4 Implementation
During the first year of phase 2, there was an obvious need to develop streamlined and continuous work process standards, and all work descriptions were updated. Detailed checklists were implemented to ensure quality levels and service level agreements were defined to set clear expectations determine workload and enable required planning. The human component was a focus of the implementation. Successful implementation of such a radical change in operational practices requires much more than a mere definition of roles and responsibilities, standard operational procedures (SOP) and infrastructure setup. For this purpose, a full time project manager was assigned during the roll-out period, with focus on internal communications, competency development, training and managing technical adjustments required to ensure a proper fit among the new cross-trained personnel, onshore personnel and technology. The project manager was later replaced with a BEACON Operations Manager, responsible for handling daily operational tasks in close cooperation with customer and internal departments. The definition of two new job categories required a negotiation with unions to define working conditions for both positions. For the ARTE position, it was relatively straightforward, whilst negotiating working conditions for the onshore BGSE positions was more demanding as a number of key changes had to be addressed. As the engineers had to be living locally in the area, this represented a major life change for many offshore based engineers, and implementing a shift based working schedule to support 24/7 operations had not previously been addressed with the unions. The success of this negotiations was a key element in developing BEACON phase 2, and in the end, a 5 week shift rotation with 8 hour shifts as base and 12 hour shifts during the weekends and holidays was agreed. The training and competency development to fit the new job positions was also a particular challenge as no training program existed for the new positions and had to be created locally. Again the ARTE position was a bit easier as this position is, to a large degree, a cross-trained M/LWD and mud logging position. Training for mud logging personnel consisted of all MWD tool training, whilst M/LWD personnel had to acquire experience in operational monitoring. The BGSE position had an increased focus on G&G, which required adjustment to training material to achieve both short and long term goals in relation to service level and quality of
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4 Discussion
4.1 Technology
The most important enabler for IO centers is the quality of the telecommunications. With the fiber optic link on the NCS, together with micro wave connections which is usually provided to semi-submersible rigs from fixed platforms (normal on for example the Troll field), the BEACON concept works next to perfect. The challenge is when these kinds of high speed connectivity arent available, then satellite connection may be the only option. That is the case with two of the semi-subs on the Troll field (because of being out of range from the platforms micro wave is not available), latency is around 5-600 ms, but the connection is good and constant. As long as the replication is up and working, all BEACON tasks can in theory be done in the IO center, except for some minor tasks. Challenges with the phone connection (especially with challenging weather) has though been experienced with presection meetings having to be re-scheduled. But implementations in other parts of the world has also been done. As an example, a remote operations center in Aberdeen is today the main remote support hub for operations in Africa on a daily basis. The models successfully implementation in the North Sea led Statoil and Baker Hughes to replicate it in Brazil for three rigs. All real-time data, file transferring, and remote access to offshore servers and communications systems are satellite-based for the Peregrino project, since there is no fiber-optic infrastructure in place. This will be the case in most areas of the world, but this proved that a dedicated 256 Kbit/s should with normal circumstances be sufficient. Lessons learned during the different phases of the Europe BEACON implementations allowed seamless Brazil implementation and a decrease in total personnel requirement for the project. Experienced BEACON geoscience and ARTE engineers from Norway were temporarily relocated to Brazil for the first well to fast-track the learning process both on- and offshore. In parallel, personnel from Brazil were sent to Norway for training and familiarization with Statoils reporting systems. First rig for Statoil on the Peregrino field was operational in the fall of 2010, and the second and third rig started operations in February and March, 2011. During the last year, the BEACON concept was also implemented in Basra, Iraq.1,17
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Figure 7: Section view of double-shouldered pin tool joint, armored coaxial cable and inductive coil used in drill string telemetry network20
Through the insertion of a physical and electrical interface to the telemetry drill string, existing MWD/LWD/RSS tools can be made fully compatible with the network, enabling higher bandwidth communication than any other form of downhole communication systems between all connected tools and a surface acquisition system. During 2006, Norsk Hydro used the semi-sub rig West Venture drilling in the Troll field offshore of Norway, as the first location to run their first wired pipe run.
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Figure 8: Overview of the Troll West Field, located approximately 80 km west of Bergen, Norway 20
The Troll field is located NW of Bergen in the North Sea, covering an area of about 770 km 3, and consists of three main structures with a thin but exploitable oil column (10 to 26 m) below a thick gas column. It is one of the largest oil fields on the NCS, and has been producing since 1995. The Troll fields reservoir section is a complex environment consisting of shallow marine spit bar deposits, and is segregated into clean sands (C-sands) comprising well-sorted shore-face deposits with permeability ranging from 1 to 20 darcy, and micaceous sands (M-sands) with permeability below 1 darcy, which comprise lower shore-face deposits. The multi-lateral horizontal oil producing wellbores are geosteered within the C-sand, close to the oil-water contact to minimize the risk of pressure depletion from gas breakthrough and to produce successfully from the thin oil column. Calcitic nodules and calcite cemented stringers up to several meters thick, derived from shell material within the sands, occur throughout the reservoir and creates challenges for the drilling operation. Many of the stringers have stratigraphic significance, but predicting their distribution is difficult as they are only locally developed. Zones of calcite cementation are randomly scattered throughout the reservoir. These calcite stringers can cause the drilling assembly to be forced aside to the easier drillable sands, and potentially result in high local doglegs, which again can create significant stresses to the BHA. Selection of the optimal combination of application specific drill bit, drilling system, and appropriate procedures and practices is all well and good in terms of meeting these stringer challenges, but with data
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Figure 9: Log excerpt of a time-based drilling optimization real-time log with reduced data due to downhole vibration20
In most cases, the real-time log available from traditional mud pulse telemetry gives the drilling optimization engineer a good understanding of the events downhole. However, at times the display can be difficult to interpret even for a trained eye, for instance when noise from pumps/vibration affects the mud pulses and subsequently blurs the telemetry. This can lead to lack of or false data, which again in terms can lead to a trip for failure if harmful drilling dysfunctions develops without being detected.
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Figure 10: Log excerpt of memory log that is available real-time through wired drillpipe telemetry20
For the drilling optimization engineer, the main advantage of wired drillpipe telemetry, as can be seen when comparing the two logs, is the delivery of a real-time log that displays a more steady, distinct, detailed and accurate picture of the downhole drilling environment. This increases the understanding of the real conditions downhole and enables early detection of drilling dysfunctions, thus helping the identification of the associated root cause, and facilitating swift appropriate action to resolve these problems. Furthermore, the presence of detailed real-time information enables the detection of even the smallest trend changes, which can be of vital importance especially when evaluating drastic mitigating action that typically requires time to be effective.20 When it comes to Formation Evaluation, one significant advantage enabled by wired pipe data rates, is the huge improvement in Azimuthal Gamma Ray and Azimuthal Density images. Gamma Ray data in each of two opposed detectors are collected in eight sectors per 360 degree rotation. Data for density images are collected in sixteen sectors. Not to mention StarTrak HR electrical imaging which collects in 120 sectors. While Reservoir Navigation
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4.1.3 WellLink
Monitoring of drilling parameters and conditions typically occurs at the rigsite, but it is becoming increasingly common to collect and transmit this data to real-time operating centers and individual subject-matter experts. This practice enables the rigsite to bring in expertise that may not be available on the rig, and to better anticipate and respond to anomalies and emergencies. This trend has been made possible through the deployment of data infrastructure supported by WITSML.
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This globally-integrated environment features geographically redundant systems enabling collaboration with clients, support of remote operations and real-time decision making by professionals regardless of their disciplinary or geographic location. The GUI is fully customizable and one can select and view whatever data in whichever way you want. The servers includes an optimized database for real-time data and wired-pipe data volumes, reducing bandwidth requirements to the server and the client through compression. 21
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WellLink is designed to deliver data through the WITSML standards, which enables vendorneutral solutions, it actually converts nearly any source data (WITS, LAS, NMEA, OPC, ODBC) at the well site to the WITSML standard.
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The DrillEdge software identifies a historical case with previous cases with similar parameters as the current drilling situation. Based on a similarity score of the current situation compared to historical situations where problems have occurred, the software automatically flag patterns and trends. No two problems are ever the same, so the difficulty lies in recognizing which differences are important and which are spurious to the problem. In drilling, this identification can be difficult, as the sensor data must be interpreted with an understanding of the geology, fluid systems, drillstring, and tools as well as how actions by the driller affect the process and measurements.
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DrillEdge reduces information overload by highlighting the most relevant data and knowledge for the engineers to see and interpret. Together with the DrillEdge software, the WellLink Radar service engineers provide 24/7 real-time remote surveillance, advising and recommending the best course of actions through defined protocols. Also they deliver daily logs, reports and does EOW reporting for experience transfer. The overall goal is to reduce NPT due to specific drilling problems and thereby increase the customers project value.21
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With the faster and richer information flow, more agile and better decisions will be taken. 24/7 real-time monitoring will allow earlier detection of warning signs, and more pro-active decision environment. Connectivity to global subject-matter experts, leading to much better decisions. With the 24/7 support from an IO center, such as the RNS, there is no doubt the decision making has been improved. Another example is the Drilling Optimization team collaborating with DD, and last but not least the Technical Support acting like the gurus. As seen in the previous chapters, just the fact that the different disciplines now share the same set of data, is a huge improvement for the decision making processes. Being on the same page lets collaboration across departments blossom, enabling decisions considering all perspectives and information to be taken.
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Crews from IO centers can supervise multiple rigs, with virtually no limit as long as the resources and setup allows it. Therefore, when comparing offshore crews working normal offshore rotations to IO center crews, the latter will be much more exposed to different kinds of situations.1,17
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4.2.3 Reliability
A key variable for performance optimization lies in improved reliability. With the BEACON concept, with Norway as an example, have proved to improve reliability and decrease NPT. A key to achieving this was reliable, consistent and trustworthy workflows, and a solid organizational setup. A significant effort has been made in Baker Hughes to try to adapt to the integrated operations model the movement of operations from offshore to onshore, including a complete redefinition of work processes and responsibilities. Different models and approaches have been sought to facilitate a better collaboration environment for primarily the drilling and geoscience department, but also different departments or disciplines involved. To create a strong multi-skilled and cross-divisional team, the organizational structure had to be changed to obtain the best possible delivery of the well. The creation of a multidisciplinary team, enabled focus on both the data acquisition as well as the real-time usage of the data, giving a more widespread understanding of the well objectives and common foundation for all the involved parties. Reliability as one of the key parameters is then increasingly understood, along with the different aspects of drilling practices, the understanding of the rock itself, and the overall drilling environment.
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4.2.4 Collaboration
One of the key factors impacting the performance of IO teams is the relationship between the onshore and offshore crews. Too often it is assumed that the crews will simply continue on a business as usual basis. This ignores the behavioral divide between the well-site and IO center. Speaking to Sigmund Pettersen, an ARTE who worked offshore for 2 years and now situated in BEACON Technical Support, hes confident that Baker Hughes BEACON model is a success, although there are some challenges as the geographical distance inhibits perfect communication between the off- and onshore crew. In Baker Hughes, fixed arenas are setup to communicate the participants the operation ahead. It starts with the IPWP (Integrated Pre-well Planning) process which is a formal peer review involving resource allocations, drilling application engineers, reliability engineers and downhole/surface technical support engineers. The project scope for the upcoming well is discussed, and the project manager assumes the role of the IPWP process owner, responsible for ensuring that the IPWP process provides the work scope, a list of key considerations in the planning, coordination and execution of integrated services and a tool for assessing potential technical risks. Also pre-section meetings are always held, where the personnel offshore, DDx/ARTE/RPS meets (phone conference) with the BEACON crew, formation evaluation, drilling optimization and technical support, and of course the project leader. Topics that will discussed are; HS&E, operational overview, equipment/software/deliverables and other relevant to the operation ahead. In the end, an after action review is done, aiming to capture lessons learned for application to improve future performance. Otherwise, the Geoscience department has a morning everyday where operations (BEACON) and office-based subject matter experts discusses log responses, data quality and processing of data, both real-time deliverables and final ones. Deviation and irregularities are also discussed making sure the different log responses is due to rock variations and petrophysical variations and not because of equipment issues.
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4.3 Costs
The economic impact of implementing IO on an industry wide basis is significant; implantation on the NCS can increase oil recovery by 3-4 %, accelerate production by 5-10 % and lower operational costs by 20-30 %; NPV of IO on the NCS is estimated to be NOK 150 billion. According to a report published by OLF in 2007.1 Whilst BEACON successfully transferred MWD and mud logging work processes into the onshore center it did not place these positions within an onshore working environment framework. In conjunction with the local union chapter, an exemption to regulatory proscribed onshore working regulations was implemented. Working conditions for the onshore positions were regulated according to the OSA and crews retained their offshore schedules (2 weeks rotations at 12 hours per shift). In line with the offshore union agreement, crews also retained their residential location, resulting in considerable logistical effort and cost being expended to transport and house hands whilst they were on-duty in Stavanger. The business model implemented for the first generation BEACON center included coverage of these costs by clients in the form of a BEACON service-fee, additional to traditional compensation formats of equipment rate per meter and headcount per day. Focus on reducing these rates, coupled with performance penalties, will accelerate over time (especially as production declines) and can potentially drive supplier profitability so low that it no longer becomes attractive for service providers to operate in certain locations and diminish investment in new technology. The solution that has been developed and in use today, is a service based compensation format for personnel where the client pays for a service (suite of tools with agreed deliverables) and allows the service provider to find the most effective method to supply that service to defined quality assurance criteria. This new kind of contractual agreements is a step change for client organizations who typically desire to see any optimization of service delivery reflected in a lower job-ticket and also is a step change for suppliers who are incentivized to develop innovative solutions to ensure their financial health.
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In the traditional setup, each rig would need 2 x DE and 2 x M/LWD, with the 2/4 schedule, it would mean 6 of each for the total crew per rig; 6 x DE and 6 x M/LWD.
Rigs: Salary figures in NOKs Crew: Salary base: Total salary cost: 26 DE 156 580,000 90,480,000 Total: 312 180,960,000
For the BEACON setup, each rig would only need 2 x ARTE, with the 2/4 schedule, it amounts to 6 for each rig. In BEACON, only 2 new BGSE were employed for each of the 5 shifts.
Rigs: Salary figures in NOKs Crew: Salary base: Total salary cost: 26 ARTE 156 580,000 90,480,000 Total: 166 96,680,000
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5 Conclusion
The process described in this thesis has revealed the values and challenges associated with integrated operations over time. Integrated operations is definitely here to stay, and a short list of benefits can be summarized: Meeting ever so demanding performance-based contracts Standardization HS&E Rig/field familiarity Talent/expertise development Centralizing core expert knowledge that are available 24/7 (Tech Support) Maximizing human capital Minimizing NPT Minimizing costs
Challenges: Communication between off- and onshore Dependent on good telecommunications connectivity
As the lists suggests, the benefits greatly exceeds the challenges, even though the dependence on good connectivity is very crucial. No doubt there is a lot gains possible with integrated operations, but if the costs of implementing an acceptable telecommunications infrastructure exceeds these gains, it might not be feasible after all. Although the described examples involved building IO centers close to the point of service, the model has proven to allow the complete removal of distance as variable for defining support location, as long as cultural, and time-zone particularities are contemplated and remote-support personnel have the required knowledge of local applications and lithology. During the fall/winter of 2012/13, after Baker Hughes was awarded an extensive Drilling & Evaluation contract from Statoil, Baker Hughes had to man up heavily with mostly inexperienced fresh-from-University with little to no experience. As discussed throughout this thesis, heavy savings is possible with the BEACON concept, and one can only speculate
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Nomenclature
ARTE BEACON BGSE CCTV DBC DD DDx DE FE G&G GoM HS&E IO LG LS/RPS LWD MWD NCS NOV NPT NPV OLF OSA PDC POB RPM RSS SOAP UHF VP WOB XML = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = Advantage Real-Time Engineer Baker Expert Advisory Centre/Operations Network BEACON GeoScience Engineer closed-circuit television drilling/bit optimization coordinator directional driller cross-trained directional driller data engineer formation evaluation geology and geophysics Gulf of Mexico health, safety & environment integrated operations logging geologist logging specialist/radiation protection supervisor logging while drilling measurements while drilling Norwegian Continental Shelf National Oilwell Varco non-productive time net present value Oljeindustriens Landsforening offshore service agreement polycrystalline diamond compact personnel on board revolutions per minute rotary steerable system simple object access protocol ultra-high frequency vice-president weight on bit extensible markup language
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References
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2. Booth, J. E. (2009). Drilling Operations Centers: A History of Functionality and Organizational Purpose The First Generation. SPE 123225.
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4. Gulati et al (1994)
6. Foreman (1985)
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