Abstract

With the Oil business expanding day by day and with the demand for oil increasing many challenges were introduced, Kuwait Oil Company's South-East Asset (SEK) played a major role in tackling those challenges to meet Kuwait Petroleum Company production targets. In order to ensure operational excellence strategy is implemented, multidisciplinary teams founded (Well Delivery Task Force Team) to ensure the optimization of production and the full utilization of resources available in order to heed for the KPC requirements.

Today Well Delivery TFT has grown to become a symbol of defining success criteria, which goes beyond technology implementation and setting the right framework for efficiency, coordination & commitment by ensuring an effective synergy between different teams of SEK directorate.

Before the Task Force was formed the teams encountered several barriers to centralization plans. Challenges like inter-dependencies, miscommunications, understanding size, time and type of operation workflows, materials availability created strong barriers to an effective plan implementation. This lead to substandard work outcome due to conveying message between one parts of the team to multiple teams located in different locations resulting in time and effort waste and eventually deviate from the desired application. As SEK core business is to meet expected oil targets, it is critical to ensure that the company standards or work practices are preserved and applied irrespective of the challenges.

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