de Wardt & Company
Experience in 26 countries (shown in red)
12 Major Oil Companies
Amoco
bp
British Gas EP
Chevron
ExxonMobil
Hibernia Management and Development Company
Mobil
Occidental
Shell
Statoil Hydro
Texaco
Total
5 Independent Oil Companies
Addax Petroleum
Afren
Cairn Oil Company
Saga
Seven Energy
4 National Oil Companies
Dubai Petroleum
Maraven
PDVSA
Petronas Carigali
4 Major Service Companies
Halliburton Energy Services
Oiltools
Smith International
Weatherford International
2 Specialized Service Companies
At Balance
ThruBit
8 Manufacturing / Supply Companies
Dreco
FMC
Hitec
IDM
Irathane Systems
Natco
National Oilwell Varco
Oceaneering
1 International Supply Chain Management Company
Consolidated Supply Management
2 Investment Companies
Kenda Capital
Lime Rock Partners
7 Drilling Contractors
Arethusa
Atwood Oceanics
Helmerich and Payne
Hercules Offshore
Seahawk Drilling
Transocean
Xtreme Coil Drilling Corp
5 Construction Companies
Brown and Root
Heerema
TAW Services
The Industrial Company
Western Summit Construction
Testimonials
...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.
We have seen significant improvements in results and have adopted the principles in our planning and operations efforts.
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 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.
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.
Case Studies
Breakthrough reverses a deteriorating trend.
A semi submersible drilling campaign for multiple operators showed a significant deterioration in performance during the initial three wells. This caused the operator planning the fifth well to seriously reconsider the planning and execution methodology traditionally applied. They selected Lean Drilling as the tool to deliver a step change improvement in performance and reverse the deteriorating trend. The base well plan was 46 days in duration. The project team improved this to a trouble free time of 29 days as they built their detailed plan and focused on high performance. The actual result of 27 days confirmed the success of Lean Drilling in delivering the desired step change (left plot). Beyond this excellent performance, the value delivered by this exploration well in terms of the quality and breadth of data acquired exceeded all past experience.
World Class Wildcat Deepwater Well in N Sea
In July 1999, Saga Petroleum (now Norske Hydro) completed their 4103m remote "Gjallar," wildcat well in 1352m water depth. The well was planned using DE WARDT AND CO's Lean Drilling program and achieved a performance result significantly ahead of other deepwater operators (see plot on left). The results for this project are best described by this quotation from an IADC/SPE paper (#51980) published by Flemming Stene of Hydro (formerly Saga) and Peter Aird of Kingdom Drilling. "To optimize the planning process and make further improvements, Saga engaged John de Wardt to apply his Lean Drilling program. This is a planning method based on giving 'ownership' of the project to all involved parties; in the operator, drilling contractor and service companies, both offshore and onshore. Each party is required to take full responsibility for their input, both in the planning and execution phase, in contrast to the usual approach in which 'ownership' is concentrated mainly on those in charge in the operating company. De Wardt's method also puts great emphasis on risk management and contingency planning. The planning process continued until spud in early June 1999, a duration of 3 months." Significant reduction in non-productive time was achieved in the most challenging section - see diagram on right.