World Business Review Video
de Wardt and Company was featured in Alexander Haig’s World Business Review television program, showcasing several of his services including Lean Management, Project Management, and Strategic Planning.
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Testimonials
The strength of this approach is that it is the project team who build the organization and thus who have a direct stake in its success it is not a process that can be copied.
Due to this planning, all the well objectives were met below AFE and under planned time. This planning process contributed to the drilling success of the Gjallar deepwater well.
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.