Increased Operational Efficiency in Well Intervention Activities
Authors: Zreik B. , Al-sankoor K. , Alsaad M. , Kanaan A. 
Published: February 2017

Abstract
The oil field was discovered in 1976 in southern Iraq and began production in 2001. Shell (operator) and partners were awarded a development and production service contract in 2010 to fully develop the field. First commercial production was achieved in 2013. To effectively manage the wells and reservoir, quality subsurface data is essential but acquisition of this data often leads to oil deferment. With limited spare well production capacity and inability of the processing facility to handle produced water, deferment from dry oil producers is resisted.
In 2014, only 28% of the planned well reservoir and facility management (WRFM) activities were delivered generally because of 12 hours a day operations mode, which further escalates deferment for each activity. Limited time had resulted in cases where data quality had not met the team's expectation and longer surveillance activities such as bottomhole pressure build-up surveys could not be accommodated.
Decision was made for the completion and well intervention (CWI) team to operate 24 hours a day to efficiently deliver the planned activities. Various equipment and procedure changes were implemented to further increase operational efficiency to deliver the work plan, reduce cost and minimize oil deferment. CWI carried out comprehensive 24 hours operational hazard analysis covering; emergency response plan for night operations, journey management for night driving and personnel night defensive driver training. Furthermore, set-up office-based CWI Engineering Team for planning and front-end engineering for WRFM activities, and 24 hours field supervision capability, secured commitment for 24 hours service company personnel coverage. Collaborated with WRFM team to provide personnel to support 24 hours operations for data QA/QC, production operations team to handover/hand-back wells during night to minimize deferment, logistics team for catering, security and diesel for 24 hours operation, maintenance team for light towers and maintenance manpower, and contract and procurement team for 24 hours operations contract rates.
By end 2015, more than 100 WRFM activities were executed, tripling the number performed in 2014 with 25% less oil deferment through spending fewer days on wells and 20% budget saving due to gains in operational efficiency and better contract rates. By efficiently executing the WRFM optimization activities, double the production gains was realized sooner assisting in maintaining production levels. The planned data was received on time allowing improved reservoir monitoring and understanding for full field development. Moreover, data quality had improved considerably especially for flowing surveys that required longer flowing period to reach stabilization. Furthermore, training and progression of Iraqi Engineers from supervisors-in-training to autonomous wellsite supervisors.
This paper presents how significant gains in operational efficiency were achieved ensuring delivery of business objectives; maintaining daily production levels, minimizing oil deferment, acquiring subsurface data for reservoir monitoring and increased understanding while retaining an excellent safety record. Also, sharing of best practices and lessons learned.