Lean Thinking and Gap to Potential: Achieving Breakthrough Well Delivery Performance

摘要

This paper discusses how Lean thinking approach has been used to develop a new way of measuring the drilling performance, called "Gap to Potential (GtP)". It describes the methodology of developing Gap to Potential and highlights the implication of using it in one of the fields in Sultanate of Oman. One of the foundational components of Lean is to make performance visible to the team and organization. Hence, The GtP concept was initiated in 2017 as a new process performance measurement concept aimed at motivating and developing teams to problem-solve their way towards aspirational goals. The GtP measures the gap between the average time it takes to drill a particular well type in a certain field with the Best Composite-well Time (BCT) ever achieved. The aspirational goal is to beat the BCT; when the previous BCT is met, the GtP concept generates a new BCT to continually generate a problem-solving and improvement culture. The GtP measurement was digitalized and visualized using an advanced analytic tool. Making the GtP visible to key stakeholder at all levels creates a sense of ownership and pride within the organization. In 2017, Well Engineering team achieved lowest cost per well for the last 10 years with a further 4% improvement on 2016 performance and 7% reduction in well cost compared to the Well Cost Catalogue of 2019. GtP has now become part of a common performance dialogue at all levels in the Well Engineering organization. Despite of being relatively simple it its development, it has proven to be a powerful catalyst for boosting team development, building problem-solving capabilities and visualizing success. Once teams become familiar with the GtP approach, performance analysis and improvement become part of a daily routine. The success of the GtP for drilling has now created further replication across the organization, such as GtP for well intervention and energy management GtP. The concept of visualizing GtP creates a sense of ownership at all levels driving behaviors of increased engagement and collaboration between drilling teams and assets as well as other supporting teams. Better uptake of other Lean ways of working that help structure the work and drive performance such as Leaders Standard Work (LSW) and Standard Operation Procedures (SOP). This concept is now being replicated for well services operations and can be applied to any type of activity, either technical or non-technical.