Lean Hydrocarbon Development
Lean Hydrocarbon Development is a proprietary business system re-design program applied by that significantly enhances oil and gas development performance in the upstream oil industry. Lean Hydrocarbon Development has delivered excellent results in terms of organization performance and project value since it was first applied in 1996. The program integrates sub-surface, wells and facilities activities into one aligned team. The program is based on a unique blend of project management methods and lean management techniques. When applied across an organization, we guide the implementation using our strategy development and implementation expertise.
We have implemented this program for clients offshore in North America, Europe and Asia. Our clients chose to implement Lean Hydrocarbon Development to move their performance through barriers and become the benchmark.
This program is most successful when it is applied early in a project preferentially in the concept phase. The program is applied through the same series of steps used in World Class Projects in a manner that is tailored to the specific project and client requirements.
Lean Producing, a sub set of Lean Hydrocarbon Development, has provided excellent results in the production process from wells during the life of the field.
...substantial improvement in product delivery and resultant reductions of inventory. The catalyst for these new processes was the Strategic Planning workshop lead by John de Wardt.
John de Wardt provided us with a straight forward, hard driving, no nonsense approach to strategic planning that is still helping us define and achieve new business goals.
His insight into the oil and gas industry is invaluable, and his knowledge of best practice in manufacturing has added measurable value to several of our investments.
John’s emphasis on rigorous planning has resulted in tangible and measurable results in the area of drilling and completing wells. A true step-change.
His recent corporate strategy development work resulted in a set of strategic initiatives that are already beginning to deliver value only a few months into their implementation.
We have seen significant improvements in results and have adopted the principles in our planning and operations efforts.
Petrofac - 40% Reduction in Drilling Time
Planned performance was based on past performance and overall regional performance. An integrated operator / supplier team was formed with assigned deliverables through the planning phase. A target time was set at under half the past performance through a team Drill the Well On Paper (DWOP) event. Results showed an impressive 40% reduction in drilling and completion time for the wells which faced challenges from soft formations that are difficult to build inclination to intermittent depleted sands which create a complex pore and frac gradient regime with a narrow mud weight window. Furthermore, precautions were taken to minimize formation damage in the producing interval.
Addax Achieves 77% Drop in Project NPT
Performance was poor as non productive time in the operation was over 30%. John de Wardt defined a project delivery process and got it to be accepted by all in the department. This process requires the application of a number of steps at all stages of the planning and execution processes with appropriates gates that check and sanction each step before the next stage is carried out. The application of this process had a dramatic impact on performance as non productive time dropped to about 11% the following year. By the second year non productive time was about 7% - a total reduction of non-productive time of 23%.