Drilling and Evaluating the Hunton at 26,000 ft
- C. Brad Crouch (Mesa Petroleum Co.) | S.E. Dobler (Mesa Petroleum Co.) | James K. Carter (Carter Intl. Ltd.)
- Document ID
- Society of Petroleum Engineers
- Journal of Petroleum Technology
- Publication Date
- July 1982
- Document Type
- Journal Paper
- 1,431 - 1,436
- 1982. Society of Petroleum Engineers
- 1.1 Well Planning, 1.4 Drillstring Design, 1.10.1 Drill string components and drilling tools (tubulars, jars, subs, stabilisers, reamers, etc), 1.11.2 Drilling Fluid Selection and Formulation (Chemistry, Properties), 2 Well Completion, 1.14 Casing and Cementing, 1.14.1 Casing Design, 1.6.1 Drilling Operation Management, 1.11 Drilling Fluids and Materials, 1.7.1 Underbalanced Drilling, 1.10 Drilling Equipment, 1.6 Drilling Operations, 1.7 Pressure Management, 4.2 Pipelines, Flowlines and Risers, 4.1.5 Processing Equipment, 3 Production and Well Operations, 2.2.2 Perforating
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Careful planning and proper selection of personnel can eliminate many mechanical risks associated with ultradeep drilling. This paper discusses successful drilling and evaluation of the Hunton zone at 26,000 ft (7925 m) in Beckham County, OK.
The Mesa-Leede Crook 1-32 is located in the northeast Mayfield area of Beckham County, OK (Fig. 1). The well. spudded Jan. 26, 1980, reached total depth (TD) of25,919 ft (7900 m) 283 days later on Nov. 11, 1980 (Fig. 2). Previously, four wells had been drilled to the Hunton zone in the northeast Mayfield area: thus, the Crook well was not considered a wildcat with respect to drilling operations. The Hunton zone had not been evaluated fully in the earlier wells, primarily because of mechanical problems during completion operations. Evaluation of well histories and available records indicated three essential items for drilling and evaluating the Hunton zone successfully: (1) qualified personnel, planning, and communication; (2) adequately sized equipment with competent crews; and (3) a well plan allowing adequate hole size at total depth. This paper describes drilling and completion methods used on Crook 1-32 with particular emphasis on personnel, equipment, and the well plan.
Personnel, Planning, and Communication
Selection of qualified and experienced wellsite supervisors and their inclusion in all phases of planning the well were first priority. The two supervisors selected spent 3 weeks preparing the well plan before starting location work. During this time they also inspected all available drilling rigs and played an important role in final rig selection. Living quarters were arranged on site for the supervisors, and a 7-days-on/7-days-off schedule was begun as soon as location work began.
A prespud meeting was held the day before actual spudding to explain goals. All rig personnel and service company representatives attended. The purposes of the meeting were to familiarize these people with Mesa management and their on-site supervisors, to designate individual responsibilities. and to present the general well plan. A detailed discussion was held concerning the initial phase of operations, which consisted of drilling a 17 1/2 -in. (444.5-m) hole to 4,600 ft (1402 m), logging, and setting 13 3/8-in. (339.73-mm) casing. Subsequent planning meetings were held on location before each casing or liner job. These planning meetings included representatives from Mesa, drilling consultants, cementers, casing, crew, mud company, drilling, contractor, wellsite geologist, data unit, and any additional personnel required. Discussions covered all aspects, from logging/casing point through running and cementing casing. Efforts were made to cover each detail in sequence to simulate a dry run. Each meeting with concerned parties presented new problems, which were considered by the entire group. Although major design factors had been determined previously, other concerns frequently surfaced and were resolved.
Communications were simplified with 24-hour oil-site supervision and a streamlined chain of command. The on-site supervisors reported directly to the division drilling supervisor, who in turn reported to the division operations manager. This efficient network resulted in expeditious judgements and essentially eliminated downtime from waiting on orders. Company personnel were routinely on site during critical stages such as casing and logging operations. Their presence served as a useful adjunct to the supervisors and facilitated communications to an even greater degree.
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