In the first 11 months of this year, the Huanxiling Oil Production Plant of Liaohe Oilfield achieved a turnaround through 33 measures, such as controlling the decline, shutting down and reducing, and increasing the efforts to break into the market, and the comprehensive benefits in the oilfield ranked from the original back to the forefront. Huanxiling Oil Production Plant won the battle of efficiency through strong management, and became a microcosm of the "Management Improvement Year" action of Liaohe Oilfield.
Liaohe Oilfield implements the new development concept, anchors the goal of high-quality development, highlights lean management, governs the enterprise according to law, and carries out a three-year management improvement action in accordance with the path and goal of "grasping the foundation, eliminating risks, improving the level, and creating first-class". This year, we will focus on "strengthening the foundation, controlling costs, reducing regressions, improving efficiency, and improving the level", and promote 17 special tasks in 7 aspects, including improving management efficiency, revitalizing human resources, and controlling and reducing complete costs. In the first 11 months of this year, nearly 90 per cent of the 17 special task phases were completed. Through overall efforts and systematic policies, the management efficiency of Liaohe Oilfield has been greatly improved, the core operating indicators have been significantly improved, and the governance efficiency and development quality have been improved.
Dare to revolutionize yourself
Get real on improving operational efficiency
Difficult and slow settlement is one of the problems to be solved in the "management improvement year" of Liaohe Oilfield. On the basis of the cancellation of the two-level settlement agency, Liaohe Oilfield has realized the normalization of monthly settlement of conventional large-amount continuous projects by standardizing the contract construction period, simplifying the settlement process, and straightening out the internal market, and the settlement efficiency has been significantly improved. In addition to settlement, Liaohe Oilfield has also played a series of combination punches in improving the efficiency of material procurement and standardized contract management to effectively improve operational efficiency.
To speed up the work, it depends on the "thunder means" in the short term and the system process in the long term. Liaohe Oilfield comprehensively promotes the model of "first-level system and two-level process", regards the company system as the fundamental compliance of all businesses, and the second-level units no longer retain the system, but only establishes the implementation process and operating procedures to facilitate the implementation at the grassroots level. On the basis of conducting a comprehensive "physical examination" of the company's system and process and identifying the blocking points, we are currently carrying out optimization and reengineering and information transformation to further improve management efficiency.
To improve operational efficiency, it is necessary not only to speed up the pace of work, but also to improve labor efficiency. In the face of shortcomings such as low level of digitalization and many personnel and institutions, Liaohe Oilfield has accelerated the construction of oil and gas Internet of Things, simultaneously launched the construction of new oil and gas production management areas, vigorously promoted the shutdown and reduction, and reduced the mechanism to improve operational efficiency.
Digitalization and flattening have not only brought about the improvement of labor efficiency, but also brought about a change in ideology. Wang Gang, the stationmaster of Huanxiling Oil Production Plant Huan 07 Station, was deeply touched. The Huan 127 blocks he managed were digitally transformed, 8 surrounding sites were merged, and the number of tube wells per capita increased to 3. Digitalization has reduced labor intensity, improved safety, and significantly improved the initiative of employees to learn Xi skills, ensuring the stable production of 110 wells.
Target weaknesses and take comprehensive measures
In the promotion of economies of scale and stable production
In the first 11 months of this year, 881 new wells in Liaohe Oilfield that have passed the quality review have achieved a pass rate of well bore quality and cementing quality respectively1%。"These two indicators determine the health status of the oil well at the time of 'birth', which is the basic indicator of stable production of the oilfield, and it is also the weakness of the previous management. Luan Bochuan, a salesman of the drilling engineering technology department, said. Since the beginning of this year, the management department of Liaohe Oilfield has promoted the two indicators to increase by 0. year-on-year by optimizing design, strengthening the supervision of key construction links, and carrying out special governance4 and 10 percentage points.
Tens of millions of tons of scale and stable production are the key to the high-quality development of Liaohe Oilfield. In the "Management Improvement Year" action, Liaohe Oilfield focused on the weak indicators that plagued the stable production of scale efficiency, and deployed seven special tasks such as strengthening the quality of the wellbore, reducing the decline rate, and controlling the complete cost, so as to win more space for stable production.
Controlling the rate of decline is the basic work to achieve high-quality and stable production. In the Liaohe Oilfield, four projects were implemented: fine water injection, mode conversion, optimized steam injection, and fine management of oil production, and the decline rate of other blocks decreased by 2% in the first 11 months, except for the blocks affected by the flood.
High-quality and stable production requires both scale and efficiency. Liaohe Oilfield has vigorously improved the level of lean production and promoted the transformation of old oilfields from production to operation. In terms of investment control, Liaohe Oilfield evaluates the benefits of all new production capacity wells, all substandard wells are re-optimized and re-optimized, and the wells that have passed the review are queued up for implementation according to the level of efficiency, so as to improve the internal rate of return of productivity projects. In view of the high cost of heavy oil thermal recovery and steam injection, Liaohe Oilfield has reduced costs and improved efficiency from the whole process of boiler, surface pipe network and wellbore insulation, and since the beginning of this year, the comprehensive thermal efficiency of the heat injection system has increased by 154%。
Through all-round control of surrender costs, at present, the basic operating costs, operating costs and complete cost indicators of barrel oil in Liaohe Oilfield are all controlled within the budget indicators issued by the group company.
Strengthen red-line awareness and bottom-line thinking
Achieve practical results in mitigating risks
Promoting the high-quality development of enterprises is like sailing on the sea, which requires not only a sturdy hull and surging power, but also a constant attention to the undercurrents and shallow reefs on the route. Liaohe Oilfield strengthens the awareness of red lines and bottom-line thinking, regards risk management as an important aspect of management improvement, systematically assesses the ten major risks that production and operation may face such as safety, environmental protection and compliance, formulates reduction and control measures one by one, and actively prevents and resolves risks.
Since the beginning of this year, Liaohe Oilfield has strictly implemented the requirements of "epidemic prevention, economic stability, and development security", and implemented "double upgrade" control measures during the serious period of the surrounding epidemicCarry out in-depth safety production inspections, organize "big reflection, big discussion, big investigation, big rectification" activities, and realize the overall controllable safety and environmental protection situation. Especially in the face of the impact of the worst flood in history, the oilfield responded scientifically and precisely, evacuated personnel from the flooded area in a timely manner, implemented environmental protection measures, scientifically and standardized the organization of resumption of production, and realized the safety of personnel and environmental protection.
Liaohe Oilfield puts the prevention of legal risks and compliance risks in a prominent position. Since the beginning of this year, the oilfield system has formulated and implemented 25 measures to deepen the management of enterprises according to law, continued to optimize the "eight systems", improved the "eight capabilities", and made every effort to build a demonstration enterprise for the rule of law construction of the group companyCarry out the special action of "strengthening compliance and improving management", and carry out compliance review before making decisions on major business matters to ensure that enterprises follow the law and comply with regulations.
Towards the end of the year, Liaohe Oilfield will continue to be guided by the spirit of the 20th National Congress of the Communist Party of China, anchor the goal of high-quality development, and launch a sprint to fully complete the annual goals and tasks.