Well Delivery Improvement Achieved by Building a Continuous Improvement "Lean" Culture
Context and Challenge
Large growth in demand for Well services: 60% of 2015 planned production expected to come from new wells
History of missing Business Plan commitments
300+ days delay/year over past 2 years in well delivery
Non productive time of 33% over past 10 years
Falling oil price required dramatic improvement in cost
Well delivery delays resulted in deferred production placing the TLP production platform behind in their overall production target for the year
Wells are more expensive and complex (eg. regulatory environment includes 21 new global standards/24 months)
Great crew change underway: proportion of less experienced staff increased from 40% to 55%
Approach
Chartered cross functional team between Asset Development and Well Delivery, using engineers/leaders in the process
Aligned Wells leadership on a vision implementing “Lean” culture, system, and tools to improve Well delivery and to ensure business plan commitments are met going forward
Built leadership and organizational engagement by using stages of implementation within each asset (offshore and onshore)
Recognized need to engage with multiple contract workforces in order to build the continuous improvement culture
Embedded capability within Wells organization, with respected lead foreman and engineers becoming “Lean” change leaders
Developed Well Delivery Process workflow, with standardized templates, to provide clarity, visually track progress of wells; define decision gate roles, deliverables and regulatory requirements by Well complexity
“Working with a team of dynamic people toward a set goal leads to success. I have learned that change brings fear, but not changing can be more scary.”