In an environment of high activity, large organizational growth, and the nearing of retirement age for a large proportion of the oil and gas industrial workforce (otherwise known as the "big crew change"), there is a high demand for experienced personnel to be correctly placed within an organization to bring maximum benefit for continued growth and knowledge transfer.

For a business organization to ensure its success during this challenging period, it must optimize its human capital in a way that will reap the most benefit. Part of this process includes capturing the experienced generation's design knowledge and passing it on in a way that maintains consistency and yet allows the experienced personnel to focus on more business-critical decision making or operational supervisory roles.

Configuring the bottomhole assembly (BHA) is typically a crucial point when preparing for well intervention using coiled tubing. Several strategies have been adopted by service providers to standardize and regulate the design stage and ensure continuity through the "big crew change," including:

  1. Providing intensive training and mentoring to act as a rapid handover between the experienced and the new generation of tool specialists.

  2. Creating and distributing fixed flow chart decision trees throughout the organization.

  3. Setting up a specialized group of experienced tool specialists that can be used as a geographically-mobile workforce that services the organization's global needs.

  4. Creating a dynamic technology-based computer system that captures the existing field design knowledge and also captures new lessons learned.

This paper discusses these strategies, examining the positives and negatives of each approach, and then goes into further detail of how a leading coiled tubing service provider has decided to handle this issue.

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