WELL WORKOVER PROGRAM DEVELOPMENT PROCESS IMPROVEMENT BY USING LEAN SIX SIGMA FRAMEWORK AT SUMATERA OIL COMPANY
Sumatera Oil Company (SOC) is well-known for its large production of crude oil in Indonesia. Facing the upcoming end of the contract with the Indonesian government, SOC relies heavily on workover operation to maintain its production level. The condition challenges the D&C department to catch...
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| Main Author: | |
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| Format: | Theses |
| Language: | Indonesia |
| Subjects: | |
| Online Access: | https://digilib.itb.ac.id/gdl/view/70167 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | Sumatera Oil Company (SOC) is well-known for its large production of crude oil in
Indonesia. Facing the upcoming end of the contract with the Indonesian government, SOC
relies heavily on workover operation to maintain its production level. The condition
challenges the D&C department to catch up on the backlog. This final project intends to
improve the well workover program generation process. Based on internal discussion and
brainstorming sessions, there are two opportunities for improvement, namely program
development cycle time and job phase plan accuracy.
Lean Six Sigma has been applied by SOC to improve its business processes and the author
uses it for this project. The systematic process of Define-Measure-Analyze-ImproveControl
is
followed
carefully
to
make
sure
the
success
of
the
project.
In
the
Define
phase,
the
author
and
team
spend
time
discussing
the
opportunities
with
completion
engineers,
as
the
owner
of
the
business
process.
In
the
Measure
phase,
the
author
and
team
observe
the
workover
program
panning
process,
develop
a measurement system, and collect baseline
data. In the Analyze phase, the author and team analyze the baseline data and identify the
possible root causes. In the Improve phase, the author and team gather any creative ideas
for solutions to the root causes, exercise the feasibility for each of those ideas, and realize
the best of them. The proposed solutions are to automatize some activities in the workover
development process. Finally, in the Control phase, documentation and socialization are
conducted to make sure the solutions are alive.
The project team focused on three sub-processes of workover program development which
are well opportunity review process, well phase plan generation process, and workover
program generation process. The projected COPQ for 3964 opportunities in 2020 were
USD 145,774, USD 15,313.19, and USD 109,060.82 consecutively. The averages of the
current cycle time were 94.5, 16.7, 70.7 and minutes per opportunity consecutively. The
standard deviations of current cycle time were 12.8, 1.2, and 5.8 minutes per opportunity
consecutively. The PCE were 89%, 71% and 71% consecutively.
The solution developed utilizes automation and integration of all platforms related to the
process of making workover work programs. This solution is realized in two new software.
The implementation of this solution has an impact on reducing the cycle time for the
opportunity review process, the well-phase planning process, and the workover work
program development process. The average cycle time after solution implementation is 58.9, 5.4, and 51.6 minutes per opportunity respectively. The standard deviation of cycle
times is 9.9, 1.1, and 3.9 minutes per opportunity respectively. PCE becomes 98%, 100%,
and 95% respectively. With this implementation, SOC will get a total accrued financial
benefit (AFB) of USD 94,696. |
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