Performance Services – Value Created
Our performance services have ranged from fully-resourced coaching-and-facilitation to facilitation-plus, the latter being a range of workshops and ad hoc coaching of client personnel.
Case Details
Work completed by:
Dave Taylor
Deepwater drilling performance programme specialist.
Location: UK
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Our performance services have ranged from fully-resourced coaching-and-facilitation to facilitation-plus, the latter being a range of workshops and ad hoc coaching of client personnel.
The COVID pandemic caused restrictions for several years and we have only just rekindled our HSE-Performance Coaching Service, starting with a 10-month contract with a client in West Africa.
PERFORMANCE SEMINARS FOR UGV, UKRAINE & MPCL, PAKISTAN
To support internal needs for Performance Improvement, we conducted a series of online Performance Workshops for UGV, Ukraine. In August 2022. We covered sixteen (16) modules:
- Technical Limit Awareness Seminar
- Guide to giving feedback
- Personality Profiling (E-colors)
- Overcoming Resistance to Change
- The Enabling Environment
- Listening Skills
- Meeting & Facilitation Skills
- Framing Sessions
- Motivation Theory: ABC model / Positive Reinforcement model (PIC-NIC)
- Root Cause Analysis & Getting to Yes
- Peer Assistance, Risk Assessments
- ABC of Coaching / Positive Reinforcement model (PIC-NIC)
- Measurement and exploring NPT, ILT and KILT
- Lessons Learnt: Processes and Work-Flow.
- Operational Excellence model
- Supply Chain Engagement
Feedback was overwhelmingly positive, with one participant saying that it helped him see beyond “the way our fathers always did things!”
This was followed by a comprehensive Performance Programme for Mari Petroleum.
This involved a remote, desktop review (“Gap Analysis”) of the Well Delivery Process and all elements of the Management System that have an influence on performance. Once the findings were discussed and agreed, a detailed Plan for Performance was developed along with the MPCL Performance Engineer. MPCL possess their own drilling rigs.
This was rounded off with a 17-day trip to Islamabad, where we covered 2 x Internal Performance Sessions (similar to above), 1 x Alignment Session with Tier 1 Service Partners, and then a DWOP-TWOP. Well-work activities have been affected by security and financial issues.
Recently, we have run a series of Challenge Sessions that unashamedly focus on performance, for: Weatherford, KSA; DNO Kurdistan (‘bringing wells on production less than 12 hours after D&C team leave”; OMV, Austria (“prior well performance Review then focus on next well).
These all identified quick wins and aspirational times.
PETROFAC UK (JANUARY 2019 ONWARDS)
The same pair of coaches, who served Total so well, were immediately seconded to Petrofac UK as “Performance & HSE Coaches”. They participated in the Crew Inductions and helped organise and facilitate the DWOPs for both wells drilled by the 7th generation vessel, Ocean Great White.
The Drilling Superintendent wrote, “I can’t speak highly enough of the two guys, they have made a real difference to our operation and indeed planning. They were a great help in planning the DWOP and capturing all the LL etc and we already have them lined up to help with the EOW wash-ups. They are highly regarded within the Diamond team and amongst the Third Parties. I’d have them back in a heartbeat”.
One of their many tasks was creating a video library of operations, and also compiling a weekly video summary. They also produced a daily report in Powerpoint format, loaded with photographs so that the extended team could get a good insight into the activities.
Thereafter, they were assigned to the Noble Hans Deul (now Shelf Perseverance) as HSE-Performance Coaches, working on IOG campaign in the Southern North Sea. The IOG Project was dogged with issues (punch-through; miscellaneous delays) and our coaches were moved to where they were more appreciated.
Delivered full year programme
SENEX: AUSTRALIA (2018-2019)
This was a two-part programme.
In the first part, one of our field coaches spent 15 days in the Brisbane office, analysing data for six (6) Cooper Basin wells, from the daily drilling reports and Rig-Hours software. Output included a Technical Limit Time vs. depth that the team could focus on achieving.
In comparing average ROP with best-achieved, the gap was typically 20%. Potential offline activities were also identified. The most significant gap was in connection times, with a 30-60% difference between the well-in-progress and the best-achieved. Weight-to-weight connection times were often greater than 25 minutes, with the pipe stationary for up to 10 minutes (!!). This adds up to a lot of time on a singles rig, with the size of the prize estimated at over 30 hours per well.
The full analysis revealed that there was the potential to reduce well times by 20% for a 2000m well and 35% for a 3100m well.
An optimised connection procedure was developed and agreed with the wellsite team, along with a detailed plan to develop wellsite ownership of mini-KPIs. Aggressive drilling parameters were introduced.
Results: The connection times dropped from an average 18 minutes to less than 12 minutes and the ongoing well was the first well in the campaign to beat the AFE. All other wells went on to do the same.
Based on the success of this brief intervention, the Senex COO and the Drilling Manager, faced with a 100+ well Coal Seam Gas Project and an expensive Well Project Management offer, decided to introduce / emphasise Technical Limit thinking into the programme.
With the support of the Drilling Contractor (Easternwell), a Challenge Session was held in Roma, with three of the four full crews attending plus a considerable number of the other Business Partners.
Following our ‘Awakening’ Seminar, the Challenge Session set to work on the 5.5 day AFE (D&C & Rig-move). The level of detail was world-class, with the actual Wellsite Plans of Action (“Drillers Notes”) scrutinised, and the times broken down to the nearest 5 minutes.
An aspirational time of 3.34 days was identified, along with the actions necessary to achieve it, with an ultimate time of 2.68 days with some design and equipment changes needed.
In parallel, we worked closely with the Leadership team to conduct Health-check on the management systems, develop fit-for-purpose reports. The aspirational times and detailed phase definitions were pre-loaded into the Daily Reporting software. The lessons learnt cycle was optimised. The Drillers Notes were standardised.
Results: Well times towards the end of the Project were down to 2.5 days. Backing out the impact of the severe flooding, the Drilling Manager felt than 2 days is ultimately achievable.
TOTAL UK (May 2018 – January 2019)
Our coaches were taken on by Maersk Oil to improve the performance culture on the Ocean Valiant, a semi-sub that was doing a reasonable job but where the team felt they could do with a “nudge”.
Before starting the contract, we ran an internal alignment session in Aberdeen with both our coaches, one experienced and one less so, with the rp2 leadership team. Then we spent ¾ a day with the client team laying out our stall, then we discussed and agreed the way forward.
Our team were very well received by the wellsite, who saw them as an asset and conduit to help get improvements implemented.
Maersk Oil were then taken over by Total, who were not particularly interested in external wellsite coaches; but they were gracious enough to give us the benefit of the doubt. After about 6 months, our team had done what they could on an already high-performing rig.
This was not a metric-generating assignment, but our coaches managed the capture and follow-up of lessons learnt and produced a daily report embellished with photographs. They also produced high quality, sub-titled videos of key activities (e.g. slip and cut) that captured the activity for review and understanding by others; to ensure a consistent approach.
The feedback from the Drilling Supt was as follows: “The guys have done an excellent job – picked the “low hanging fruit” through the “Challenge process”, installed formalisation of the process and introduced new equipment ideas for the rig. Integration on the rig has been seamless and frictionless.
rp2 have pointed out some types of equipment that we did not know existed. They have also given onshore a better understanding and vision of how, what and how big the equipment is via their video recordings of activities. I would have no hesitation in recommending them for any rig but especially where there is more challenges than the supervision can adequately cover, or a “Performance Culture” is not already up and running.
The feedback from the Drilling Supv was as follows:
“I felt that rp2 were reasonably valuable to our operations when they first arrived. They formalised our performance measurement and were able to identify any obvious areas for improvement quite quickly. They took some of the weight of my shoulders allowing me to concentrate more closely on safety, supervision and planning.
We thought that was the end, but the Well Ops Manager and Drilling Superintendent recommended us to another rig team, starting up a jack-up for HPHT duties.
