Innovations in the recovery and extension of the life of drilling tools
L.L. NAZIPOV,
Executive Director
LLC "TMS - Drilling Service"
According to experts' forecasts, there is an increase in the share of oil and gas fields that are difficult in terms of development. This puts domestic producers of steel pipes in front of the need to comply with tougher requirements.
INNOVATIONS IN RESTORING AND EXPLOITATION LIFE EXTENDING OF DRILLING INSTRUMENTS
L. NAZIPOV, TMS-Drilling service Co., Ltd.
As per predictions of experts, there is share growth of complicated oil-and-gas fields from development point of view. This makes Russian producers of steel pipes to meet more strict requirements.
Keywords: TMS - Drilling service Co. Ltd., innovations, restoration of drilling instruments, restoration technology of locking parts, efficient service
An increase in the aggressiveness of produced hydrocarbons, as well as an increase in the depth of wells, tightens the requirements for the quality of pipes, mechanical strength and corrosion resistance of the metal used for their manufacture. Drillers have a need for drill pipes with additional technical properties, for example: the presence of an internal coating, hardfacing on the surface of the lock, the use of locks with an additional internal stop, etc., which will ensure the possibility of long-term operation of the tool "before decommissioning".
The most effective, from the point of view of improving the performance of drilling tools, in particular, drill pipes, can be the development of the production of high-tech and innovative types of products with the properties specified above, as well as the construction of highly efficient systems for servicing drill pipes.
The share of detected deviations by elements of pipes rejected during repair
From the statistical data it turns out that about 60% of pipes rejected during repair are subject to decommissioning due to wear of the outer diameter of the lock, while the pipe body complies with acceptable standards. Thus, one
one of the directions for the overhaul of drill pipes was the restoration of the geometric dimensions of the locks in terms of the outer diameter. While the body of the drill pipe is still viable and has a sufficient margin of safety in terms of mechanical characteristics, wear and loss of the geometric dimensions of the tool joints (nipple, coupling) exclude the possibility of their further operation.
OAO TATNEFT chose the most effective and promising method for the restoration of tool joints - the method of surfacing the outer diameter and elongation of pipe tool joints under a flux layer.
After the reorganization of the service assets of OAO TATNEFT, the main and only operator of the service in the field of overhaul of drill pipes using this unique technology is the management company LLC TMS Group represented by its subsidiary LLC TMS - Drilling Service
The choice and implementation of technology was carried out in several stages. At the first, as already noted, the essence of the method that ensures the maximum service life was determined; at the next - the development, testing and implementation of technology.
The manufacturability of the method was implemented through the introduction of an automated complex for hardfacing drill pipe tool joints AKNZBT-2-1200, designed according to the terms of reference by the Institute of Welding of Russia (St. Petersburg).
From 2003 to 2006 the implementation process was carried out with simultaneous development of the technology of surfacing and elongation, initially on one experimental complex. Together with the Institute of Welding of Russia, the specialists of TMS - Drilling Service LLC eliminated problems and made improvements to the technology and design of the complex:
The pipe rotation speeds were experimentally selected, the feed rate
Complex "AKNZBT-2-1200"
welding wire, torch angles, currents and voltage for the diameter of the welding wire;
The surfacing process in the complex was significantly changed due to the use of burner oscillations, which gave a smooth deposited surface;
The design includes an installation for mechanized loading and flux supply;
To exclude cases of occurrence of quenching structures (changes in the structure of the metal) of the interlocking parts of the pipe, the resistance of thermal cases was increased and injectors-coolers were used for the summer period;
Deflections of the pipe body during surfacing are excluded.
After the implementation of the surfacing process at the AKNZBT-2-1200 complex, the testing laboratory at the Institute of Welding of Russia conducted a study of the metallography of the deposited metal layer and the body of the tool joints of the pipe itself:
A sample was cut out of the deposited fragment to study the value of penetration and the nature of the deposit itself;
The hardness values of the deposited metal and all subsequent sections of the drill pipe were studied on the MACROMET-2 installation according to the Rockwell scale; it was found that the hardness of the deposited metal and the threads of the thread are equal in strength with respect to the base metal of the pipe and are 32 - 35 HRC; no increase in the hardness value in the heat-affected zone is observed, the formation of under-hardening cracks is completely excluded;
The microstructure of the studied zones of the metal in its content has the same phase composition - a finely dispersed perlite-ferrite structure.
The results of the research showed that the developed surfacing technology is optimal for high-carbon steels, from which the tool joint parts of the pipe are made.
Drill pipe couplings and nipples were tested to determine the quality and wear resistance of the deposited layer. According to the program and test methodology developed by the institute, two samples were tested:
Reference (not having a deposited layer, the diameter size is nominal);
Remanufactured by arc welding (machined to nominal size).
A lathe was used as equipment that ensures the rotation of the samples, and a grinding bar (20-16-150 25A 12nSM18K5B) was used as a counterbody. The rotation speed was 125 rpm. Based on the test results, the service life of the restored sample was determined in comparison with the reference one and the conclusion was made: the service life of the restored sample corresponds to the reference one. This result was a positive assessment of the entire technology in increasing the service life of drill pipes after remanufacturing.
After the completion of many elements on the experience of the first experimental installation and troubleshooting, the second and third installations were finalized and installed.
Today in Leninogorsk, the Republic of Tatarstan, on the basis of TMS - Drilling Service LLC, a subsidiary of TMS Group LLC, three types of drilling tool repairs are carried out:
Overhaul of drill pipes with the restoration of the geometric parameters of the tool joints (thread recutting);
Overhaul of drill pipes with the restoration of the geometric parameters of the tool joints by surfacing;
Overhaul of drill pipes with the restoration of the geometric parameters of the tool joints by surfacing with tool lengthening.
The line for the repair of drill pipes in LLC "TMS - Drilling Service" allows you to repair various sizes and types of drill pipes:
Drill pipes of small diameter (73; 89 mm.),
Drill pipes with welded locks (114; 127mm.),
Pipe UBT, VBT.
The full cycle of overhaul of drill pipes includes:
1. input control;
2. pipe straightening;
3. internal and external cleaning of pipes;
4. flaw detection of pipes;
5. preliminary turning;
6. surfacing of cylindrical surfaces of locking parts;
7. final turning of the deposited surfaces with the restoration of the geometric parameters of the interlocks;
8. repair of locking threads of the nipple and coupling;
9. hydrostatic testing of pipes;
10. pipe marking;
11. Phosphating of locking threads of the nipple and coupling (at the request of the customer);
12. painting of the pipe body (at the request of the customer);
13. preservation and protection of the threads of the locking parts, issuance of a repair certificate;
14. packaging and storage of pipes.
The diagnostic complex of equipment includes:
The determinant of belonging of controlled pipes to the strength group - "SORTOSKOP-2M";
The ALMAZ ultrasonic flaw detection unit, which allows you to control metal discontinuities (ultrasonic flaw detector), deviations of the pipe wall thickness from the nominal dimensions (ultrasonic thickness gauge), detect defects of various orientations on the outer and inner surfaces, as well as in the thickness of the pipe metal, carry out automated control wall thickness and pipe sorting by wear classes, form the coordinates of defects and mark defective sections on the pipe, process and record information, form a database for the above control operations (pipe metal fatigue is not diagnosed).
To diagnose deviations in the thread of the nipple and pipe coupling, a device for the ultrasonic flaw detector "GNOM 70-185M" is used. In order to exclude errors and external influencing factors on the operation of flaw detection installations and computer diagnostic complexes to set up the correct operation of the equipment of the complexes, standard certified samples are used for all standard sizes of pipes being repaired. The equipment operates in stationary conditions in offline mode and as part of an automated
control systems in the process of moving along the roller tables of the transport line. Depending on the needs of the customer, one or another required operation can be selectively carried out. The production capacity of LLC "TMS - Drilling Service" consists of three surfacing lines with a repair capacity of about 14,000 pipes per year.
The guaranteed operating time of the pipe after restoration is at least 7,000 m of penetration. Over 4 years, some experience has already been accumulated, in particular, some repaired sets in the Aznakaevsky and Almetevsky UBR have already drilled more than 20,000 m. This is a positive trend that characterizes the quality of the repair. As part of R&D to regulate the development processes, we initiated a joint project with CJSC "
LLC "TMS-Drilling Service" is a modern organization that owns advanced technologies in the field of manufacturing and repair of oilfield and drilling equipment.
The geography of our customers is extensive. Among them are companies from the south-east of Tatarstan and other regions of the Russian Federation (Bashkiria, Udmurtia, Orenburg and Samara regions): Northern Alliance LLC, Gazprom LLC, Uralneftegazkomplekt-Service LLC, Surgutneftemash LLC, CJSC NF SSK ( Nefteyugansk), drilling company "Eurasia" (Volgograd), JSC "Tatneft" and others.
The organization is equipped with modern production facilities, equipped with high-precision technological equipment, test benches, technological equipment, tools and a staff of highly qualified specialists - in a word, everything necessary to solve production problems and ensure the quality of products.
Currently TMS-Drilling Service LLC is the only center in Russia that uses a unique technology of surfacing and lengthening drill pipe tool joints. There are 2 lines for diagnosing and repairing drill pipes, equipped with an automated complex for hardfacing locks BT "AKNZBT-2-1200". With its help, the task of equipping the Customer's enterprises with working capital is successfully solved, which ensures the uninterrupted work of drilling and repair teams.
The production management system of our company is based on software with the implementation of process and project activities.
The company is implementing 33 projects, more than 160 processes. Successfully applied:
- 5C system, which forms a new production culture;
- Lean production system aimed at increasing the efficiency of the enterprise without significant capital investments by careful and consistent elimination of losses;
- effective equipment maintenance (TPM) system, which allows to ensure the highest efficiency of equipment throughout the entire life cycle with the participation of all personnel;
- Kaizen upgrade system.
LLC "TMS-DrillingService" is constantly improving its marketing and management system in the framework of attracting new customers for its products. Our doors are always friendly to new business partners and mutually beneficial contracts with them.
Previously, the advantages of a product marketing organizational structure were described, but this structure has its own disadvantages:
- - a higher level of expenses compared to the functional structure, as more employees are required in the marketing department;
- - a significant number of marketing functions performed by one marketer, duplication of functions performed by different groups of the marketing department.
As already mentioned, a product marketing organization is more expensive than a functional one, as it requires more labor costs due to an increase in the number of employees. Such a marketing structure is justified only in those enterprises where the sales volume of each product (or product group) is sufficient to justify the inevitable duplication of work. In developed countries, this structure is used in large decentralized companies, where each branch specializes in the production of a particular product.
The main problems identified in the organizational structure of the marketing department of TMS Burovoy Service LLC are:
- - imperfection of the organizational structure of the marketing service;
- - Lack of employees in the marketing department.
For enterprises selling their products in different markets, where there are unequal product preferences, it is advisable to organize marketing by market.
Organization of marketing by markets puts the needs of buyers in the spotlight; Each market has its own marketing strategy.
When improving the organization of marketing management at domestic enterprises, it is advisable to take into account the main patterns of restructuring the organizational structures of foreign companies when reorienting their activities based on the concept of marketing.
World practice suggests that it is advisable to start restructuring the organizational structure of company management by strengthening the role of the sales department and expanding the number of functions it performs (especially when it comes to activities in the domestic market). Sales departments, in addition to the sale of products and services, may be engaged (or are already engaged) in the promotion of goods and individual marketing research. As a result, at the initial stage of restructuring the company's activities on the principles of marketing, the performance of marketing functions was assigned to the sales department in parallel with the performance of its core functions.
As the scope of the company's trading activities expands, competition intensifies, and there is a need to conduct research on a wider range of marketing problems: market and product research, advertising, after-sales service organization. Therefore, a special group was allocated in the sales department and its head was appointed, responsible for all marketing activities, except for sales.
Further deepening the orientation of the company's activities on the principles of marketing leads to an increase in the role of all these marketing functions and to the emergence of new ones, for example, the function of sales promotion. There is a need to ensure the management of the entire marketing mix as a whole.
For the qualified management of the marketing complex, it is advisable to convert the marketing group into a department, separating it from the sales department.
Often the marketing department was strengthened by transferring to it specialists who previously performed the functions necessary for marketing (information, advertising, economic) in other divisions of the company. In its new composition, the marketing department became responsible for the implementation of all major marketing functions.
At the same time, the status of the head of the sales department was often raised to the level of the vice president of the company for sales (deputy director of the enterprise), to whom the marketing department was also subordinate (along with the sales department).
Now the company has two departments - sales and marketing, subordinate to the vice president for sales.
The next step in the restructuring of the organizational structure of management is to upgrade the status of the head of the marketing department to the level of the vice president of the company for marketing. This is necessary to expand the capabilities of marketing services in order to achieve adherence to the concept of marketing from all other services and departments of the enterprise. This path is usually followed by the heads of enterprises that produce products intended for the mass consumer. Because the marketing function is inherently broader than and includes the sales function, often the sales function is transferred to the marketing vice president, i.e. Eliminate the position of Vice President of Sales. (It is possible to simply transform the position of the company's VP of Sales into the position of VP of Marketing.) However, in many foreign companies, there are both marketing and sales managers in parallel. The head of sales, if he remains, now reports to the vice president of marketing. It is possible to submit both the marketing department and the sales department to the deputy director for commercial or economic issues.
A company's vice president of marketing usually encounters resistance and opposition from other vice presidents of the company.
Thus, the vice president of a manufacturing company may have a negative attitude towards the restructuring of production based on market requirements. The same applies to possible resistance from other managers of the enterprise (more on this was discussed above).
The best way out of this situation is to upgrade the status of vice president of marketing to the level of first vice president.
When considering the organizational issues of reorienting the activities of Russian enterprises to marketing, two fundamental sections of this problem should be distinguished: the development of the concept of marketing in relation to the domestic and foreign markets. For companies in countries with developed market economies, there is no noticeable difference between these two types of marketing. This is mainly due to the following:
- - market relations are dominant both in the domestic and international markets;
- -developed competition characterizes both domestic and foreign markets;
- - similarity for a number of countries of many aspects of the regulatory framework;
- -requirements for the quality and price of products are dictated by both domestic and international markets.
For Russian enterprises, a different situation has developed with regard to activities in the domestic and international markets. And the organization of marketing services on the basis of expanding the functions and status of the sales department, in our opinion, is only suitable for reorientation to the principles of marketing activities in the domestic market of the country. An analysis of the functions and tasks of the sales departments of typical Russian enterprises allows us to conclude that, as a rule, they are not involved in commercial activities on the international market. Therefore, it is better to start strengthening the marketing orientation regarding work in foreign markets with improving the activities of the enterprise's foreign trade (foreign economic) services (creating such services, if they are absent).
Usually, there are fairly strict staffing restrictions that do not make it possible to create deployed marketing services at the enterprise. This is especially true for medium and small enterprises. We can recommend the following, purely practical, approach to determining the number of marketing services. The number of administrative and managerial personnel, as a rule, is 10-15% of the payroll of the enterprise. Approximately the same percentage of the number of administrative and managerial personnel should fit the number of marketing departments. For an enterprise with a total number of employees, say, 600 people, it is recommended to have the number of marketing departments, including all their heads, equal to 8-12 people. With a small staff, it is not possible to create deployed marketing services; in this case, it is advisable to combine the performance of several marketing functions in one structural link of this service - for example, marketing research, pre-planning analysis and development of marketing plans.
For enterprises whose activities are carried out simultaneously in several markets in different regions of the country, especially if these enterprises produce the same type of products, further differentiation of the tasks of marketing services in relation to individual markets is possible (persons responsible for marketing activities in general in individual markets are appointed).
If enterprises produce products of a diverse range, then it is advisable to specialize the activities of marketing services according to the product principle, when persons are appointed who bear full responsibility for the marketing of individual products.
The management company has been headed by RENAT NUGAIBEKOV, one of the most prominent young leaders in Tatneft. Nizh correspondent IREK BADRETDINOV talks to him about today's worries and prospects of a team of many thousands.
"Nizh": Renat Ardinatovich, how was your management company created and how did its field of activity expand? If the creation of "TMS Group" is assessed as a management project, do you think it was successful?
R.N.: Five years of operation of our management company give an opportunity, I think, to answer this question in the affirmative. The decision of the management of OAO TATNEFT to merge the mechanical service into a single structure was timely and correct. Management Company "Tatneft-MekhService" was created in the process of restructuring the mechanical complex of the company "Tatneft". On the basis of the ACBPO RNO and the disbanded rental and repair shops of operational equipment (PRTSEO) of the oil and gas production departments, service enterprises OOO MekhService-Zapad and MekhService-Vostok were created, which were later merged into our subsidiary OOO MekhService-NPO.
After 2.5 years, in July 2007, maintenance of infield pumping facilities was transferred to the Management Company. In May 2008, the rolling and repair shops for downhole pumping equipment were withdrawn from the NGDU and transferred to us, on the basis of which the NKT-Service structure was created. Along the way, it became necessary to create a division responsible for accounting for oilfield equipment - as a result, NPO OOO NKT-Logistics appeared. Since May 2009, our management company has also started servicing drilling equipment: in connection with the restructuring of OAO Tatneft-TsBPO RBO and ST, we have another subsidiary, LLC TMS - Burovoy Service. A year later, the maintenance of drilling equipment became our business - we were also given the service of drilling equipment from Tatburneft Management Company. Since August last year, we began to provide services and repair pipes. As part of our management company, a new company "TMS-TruboprovodService" was formed, the basis for the creation of which was the management company "TruboprovodService" and LLC "ZNOK PPD". It is planned to increase the composition of the TMS Group through a fiberglass pipe plant and the creation of a new enterprise in the Perm-Izhevsk zone TMS-Tekhnovek.
If Tatneft-MekhService employed 580 people in 2005, now the total number of employees exceeds 4,000 people
As you can see, all these years there has been a process of expansion of the company, the field of its activities. Correspondingly, the number of employees also increased. If Tatneft-MekhService employed 580 people in 2005, at present the total number of employees exceeds 4,000 people.
"Nizh": But the larger the farm, the more difficult it is to manage it. Does the practice of the project approach help you?
R.N.: I will not argue, but I will note that I am not managing alone, a single team is working, relying on the latest achievements in management science. We achieve management efficiency largely thanks to the practice of the project approach, the basics of which we had to master in the course of work. Imagine that we are simultaneously implementing more than 250 projects in different areas of activity. Naturally, I simply physically do not have the opportunity to take a direct part in the implementation of even half of this amount. But this is not necessary: I delegate my authority to project managers.
In the West, and recently in Russia, the term "project-oriented company" is common. Abroad, these are companies that use project approaches as an organizational development strategy. We have made real steps in this direction, and we imagine our future as a project-oriented company.
"Nizh": Until recently, few people had an idea about project management. It seems that it was not easy to teach people such an innovation ...
R.N.: Personnel training in the company began with a seminar for senior management "Corporate Project Management System". The best specialists were invited to train our engineering and technical staff in the intricacies of working on the project approach. Thus, we have received a high-quality link between project customers, i.e. us, and performers in managed organizations. A feature of the process was that, in addition to training, employees were audited and assessed for their knowledge of project management. Therefore, the motivation was very high, the employees were actively involved in the work both during business games and during theoretical classes.
To improve the quality of work and reduce the risks of implementation, training was organized for both dedicated project specialists and employees involved in project implementation
In 2009, our company launched a "project of projects" - "Creation of a project management system". In the course of its implementation, project management methods are introduced into the practice of current work (repairs, maintenance, orders) and into the practice of implementing the company's strategy. Priority tasks for today have been identified and a portfolio of projects has been formed that must be implemented to achieve the goals set. That is why the number of employees involved in the transformation turned out to be quite high. To improve the quality of work and reduce the risks of implementation, training was organized for both dedicated project specialists and employees involved in project implementation.
"Nizh": Renat Ardinatovich, you said that your company is entrusted with servicing drilling equipment. How is work going in this new direction for you, what problems are being identified?
R.N.: The stage-by-stage restructuring of the drilling complex with the participation of TMS Group Management Company continues. In June last year, in connection with the liquidation of Tatburservis LLC, 140 people of industrial and production personnel were transferred to our managed companies. The main work on providing services to drillers is carried out by three companies of our company: Tatneft-RNO-MechService, TMS - Drilling Service and NKT-Service. The entire scope of work declared since the transfer of the service has been completed. No claims were received regarding the quality of repairs, however, there were claims regarding the timing of the requests, cases of downtime of drilling crews were recorded. The reason for this was the condition of the equipment coming in for repair: it required a greater depth of repair than expected. As a result, it took more time to repair. At present, the situation has been stabilized: due to the creation of a revolving fund of repaired equipment, downtime is excluded.
The transitional period of the restructuring of the drilling complex highlighted the weaknesses both on the part of the customer - in the organization of applications, and on the part of the contractor - in their execution. But the system of relationships we are creating, based on mutual understanding and supported by such factors as the creation of a revolving fund and the unification of equipment, allows us to look to the future with optimism. We hope that, subject to a clear definition of rights and obligations under the contracts, we will start 2011 with a qualitatively new level of service.
"Nizh": Let's get back to the scientific management methods used in the TMS Group. You were one of the first to adopt the Lean Manufacturing philosophy. What does she give?
R.N.: How to ensure that improved working conditions in the workplace contribute to a significant increase in labor productivity is not a new question. To achieve this goal, we decided to organize jobs in accordance with the Lean Production system. This is a business philosophy that allows you to produce products or provide services at the lowest cost while fully satisfying customer requirements.
To involve the company's employees in the Lean Production system, we organized an introductory course for project managers. To date, 276 people have completed the training.
The development of "Lean Production" in "TMS Group" began in 2008. The first step was to train the leading engineers and managers of the company and open new pilot projects on its main tools - this 5C system, mapping the manufacture of the gearbox shaft in "TN-RNO-MechService" and implementation TRM equipment maintenance systems (Total Productive Maintnance). In a relatively short time, the projects have yielded positive results, showing the willingness of staff to improve their workplaces.
To involve company employees in the Lean Production system, we organized an introductory course for project managers. The training participants acquired theoretical knowledge with the practical implementation of tools in business games and received a basis for applying knowledge in their projects. To date, 276 people have been trained.
The second step was the organization of the project implementation structure. In each division, a responsible person was appointed according to the 5C system, with those responsible in the shops reporting to him. They are also responsible for implementing the suggestion system " kaizen”, and the project office from the management company advises and provides training for workers.
The third step in deploying the Lean Production system is the launch of 16 projects, among which we can single out those that are of strategic importance for the development of the company: “5C System at NKT-Service” covering 9 workshops, 58 jobs, “5C System in the shops "MehService-NPO" with a coverage of 88 pieces of equipment, "Mapping of the repair of the tubing pipe in 3 shops", "The system for quick changeover of 2-inch pipes to 2.5-inch pipes in the Elkhovsky shop" NKT-Service "and others.
"Nizh": The restructuring of the service department of OAO TATNEFT also implies entering the external service market. How wide are the connections of TMS Group with external customers?
R.N.: Our main client is, of course, Tatneft. But the company is actively moving into the foreign market, the volume of services provided is constantly growing. Our partner companies and customers of our services include OAO RITEK, OAO Baitex, OAO Udmurtneft (OAO Rosneft), NK TNK-BP, OAO Ulyanovskneft (OAO Russ-Neft) , Novomet CJSC, LUKOIL OJSC - about a hundred companies in total. In this direction, TMS Group sets itself an ambitious task - to become one of the most prominent and well-known players in the oilfield services market.
I want to note that last year our company became the winner of the competition of the Government of the Republic of Tatarstan and its head was awarded the diploma "The Best Quality Manager of the Republic of Tatarstan".
Irek Badretdinov