Lean - Tight Oil Design & Construction

1. LEAN MANUFACTURING TIGHT OIL DESIGN & CONSTRUCTION SHONN ARNDT, CNRL DECEMBER 9, 2014 Simplify Streamline Continuous Improvement Eliminate Waste! I look forward to receiving your Dinner responses and presentations soon. Please let me know if you have any queries and I will be more than happy to assist. Mike Skwara Senior Event Manager Telephone 403 540 0633 Website www.canadian-business-conferences.com[canadian- business-conferences.com] Canadian Business Conferences is part of the London Business Conferences Group. Registered in England & Wales Company No: 5090859 VAT Registration No: 848 2026 26 Registered Offices: 25 St Christopher Street | London | EC2A 3EY. The information in this email is confidential and may be legally privileged. It is intended solely for the addressee. If you receive this email by mistake please delete it immediately and notify the sender. Opinions expressed are those of the author and do not necessarily represent the opinion of London Business Conferences Group. All sent and received emails from London Business Conferences Group are scanned for the presence of computer viruses and security issues however we cannot accept responsibility for any virus transmitted so please rely on your own email checking procedures.

2. WHO’S GOOD AT IT? Reference 11,12,13

3. –SPE 96241 “Automotive, aerospace, shipbuilding and other industries with projects of similar scope and complexity to major facility EPC complete projects with 40% less labour, equipment and resources…”

4. LEAN MANUFACTURING Simplify Streamline Continuous Improvement Eliminate Waste!

5. THE LEAN EXPERIMENT 5s - Sort, Set in Order, Shine, Standardize, Sustain 7 Wastes Defects, Waiting, Processing, Motion, Overproduction, Inventory, Transportations

6. VALUE ADD, NON VALUE ADD, WASTE Reference 10

8. HOW DO WE CURRENTLY DO IT? 3. Functional Project Plans 1. Annual Business Plan 2. Master Project Schedule (6-12 months) Product (Tight Oil, Tight Gas, Other) Could Need Should Need Work (Weekly) Did 4. Separate Supplier / Contractor Schedules Should Do

9. TRADITIONAL TIGHT OIL PLAY? Wells Wells Wells SWF’s Gas Emulsion Fuel Gas Facility P/L Facility P/L Wells Any waste in this process? SWF’s Trucking Trucking Trucking Value Stream Map (VSM) TRADITIONAL TIGHT OIL PLAY? Wells Wells Wells SWF’s Gas Emulsion Fuel Gas Facility P/L Facility P/L Wells Any waste in this process? SWF’s Trucking Trucking Trucking Value Stream Map (VSM) Delineate Appraise Develop Battery0&0 Sales0Line Gathering0 P/L's Water0 Flood

10. THE LEAN WAY! 3. Look Ahead Planning (lead time ~6 wks) 1. Annual Business Plan 2. Master Project Schedule (6-12 months) Product (Tight Oil, Tight Gas, Other) Small Integrated Projects Could Need Should Need Production (Daily) Did 4. Last Planner Process (Weekly) Ready to Release Can Do Will Do Will Need ID Constraints Collaborative Pull Planning 15 min meeting Reference 14

11. VSM LEAN TIGHT OIL - PRIMARY Wells SWF’s / Truck Facility Wells2 Wells / Sec Sales P/L Gathering System Infrastructure Pad Facilities Cost Reductions Trucking - 80% Well site - 23%0 1250 2500 3750 5000 2015 2016 2017 2018 2019 2020 2021 2022 1 rig (26 Pads) 13 Pads/yr 5000 BPD Battery VSM LEAN TIGHT OIL - PRIMARY Wells SWF’s / Truck Facility Wells2 Wells / Sec Sales P/L Gathering System Infrastructure Pad Facilities Cost Reductions Trucking - 80% Well site - 23% Delineate Appraise Primary0Development 1 rig (26 Pads) 13 Pads/yr 5000 BPD Battery

12. VSM LTO - WATERFLOOD Wells SWF’s / Truck Facility Wells2 Wells / Sec Sales P/L Gathering System Infrastructure Pad Facilities WF Pilot VSM LTO - WATERFLOOD Wells SWF’s / Truck Facility Wells2 Wells / Sec Sales P/L Gathering System Infrastructure Pad Facilities Delineate Appraise Water0Flood WF Pilot

14. Total Activities 9 Completed Activities 6 Start Date 11/15/2015 Planned Percent Complete (PPC) 67% Item Deliverable Accountable Conditions of Satisfaction M T W T F S S Done ? PPC PPC Analysis Var Code 1 Drill Well #3, 4 & 5 Pad 3 Drilling x x x x x x x Yes 100% 2 Complete Well #4,5,6 &7 Pad 2 Completions x x x x x x x Yes 100% 3 P/L to Pad#2 Facilities x x x Yes 100% 4 Install Artificial Lift Pad 1 Production x x x x No 70% Priority well 7 5 Install Pad Facities Pad 1 Facilities x x x Yes 100% 6 Install Power Pad 1 Power Co x No 50% Rescheduled 3 7 Start Up Pad 1 Operations x No 0% No Power 2 8 Construct Pad 4 Construction x x x x x x x Yes 100% 9 Survey Pad & P/L Pad 5 Survey Co x x x Yes 100% Var Code 1 - Lack of Decision 2 - Lack of Prerequisites 3 - Lack of Staffing 4 - Staff Missing Skill Set 5 - Scope Change 6 - Non Project Demand 7 - Priority Change 8 - Underestimate Effort 9 - Poor Data Quality 10 - Force Majuere Weekly Work Plan - Tight Oil Play Example 0%# 20%# 40%# 60%# 80%# 100%# 120%# Wk#1#wk#2#wk#3#wk#4#wk#5#wk#6#wk#7#wk#8#wk#9# Planned'Percent'Complete' Drilling# Comple;ons# Construc;on# Survey# Produc;on# Facili;es# Power#Co# Opera;ons# 0# 1# 2# 3# 4# Variance'Report' WEEKLY WORK PLAN Total Activities 9 Completed Activities 6 Start Date 11/15/2015 Planned Percent Complete (PPC) 67% Item Deliverable Accountable Conditions of Satisfaction M T W T F S S Done ? PPC PPC Analysis Var Code 1 Drill Well #3, 4 & 5 Pad 3 Drilling x x x x x x x Yes 100% 2 Complete Well #4,5,6 &7 Pad 2 Completions x x x x x x x Yes 100% 3 P/L to Pad#2 Facilities x x x Yes 100% 4 Install Artificial Lift Pad 1 Production x x x x No 70% Priority well 7 5 Install Pad Facities Pad 1 Facilities x x x Yes 100% 6 Install Power Pad 1 Power Co x No 50% Rescheduled 3 7 Start Up Pad 1 Operations x No 0% No Power 2 8 Construct Pad 4 Construction x x x x x x x Yes 100% 9 Survey Pad & P/L Pad 5 Survey Co x x x Yes 100% Var Code 1 - Lack of Decision 2 - Lack of Prerequisites 3 - Lack of Staffing 4 - Staff Missing Skill Set 5 - Scope Change 6 - Non Project Demand 7 - Priority Change 8 - Underestimate Effort 9 - Poor Data Quality 10 - Force Majuere Weekly Work Plan - Tight Oil Play Example 0%# 20%# 40%# 60%# 80%# 100%# 120%# Wk#1#wk#2#wk#3#wk#4#wk#5#wk#6#wk#7#wk#8#wk#9# Planned'Percent'Complete' Drilling# Comple;ons# Construc;on# Survey# Produc;on# Facili;es# Power#Co# Opera;ons# 0# 1# 2# 3# 4# Variance'Report' WEEKLY WORK PLAN 0% 25% 50% 75% 100% Wk01 wk02 wk03 wk04 wk05 wk06 wk07 wk08 wk09 Drilling CompleLons ConstrucLon Survey ProducLon FaciliLes Power0Co OperaLons Variance Report 0 0.75 1.5 2.25 3 20Q0Lack0of0Prerequisites 30Q0Lack0of0Staffi ng 90Q0Poor0Data0Quality 70Q0Priority0Change 10Q0Lack0of0Decision 80Q0UnderesLm ate0Effort 60Q0Non0Project0Dem and 50Q0Scope0Change 40Q0Staff0M issing0Skill0Set 100Q0Force0M ajuere

15. PROTOTYPING WATER TREATMENT EXAMPLE Hydrocyclone Electric Coagulation Dissolved Gas Floatation Multimedia Filtration Microbubler Chemicals Warm Lime Softening Membranes SAC/WAC Electrodialysis Hydrocyclone Dissolved Gas Floatation Multimedia Filtration SAC/WAC Membranes Skim Tank Hydrocyclone /w membrane DGF /w MMF Electric Coagulation EC /w MMF New Standard DGF /w MMF, UF, Chemicals Separate concept team from on going VSM Production PROTOTYPING WATER TREATMENT EXAMPLE Hydrocyclone Electric Coagulation Dissolved Gas Floatation Multimedia Filtration Microbubler Chemicals Warm Lime Softening Membranes SAC/WAC Electrodialysis Hydrocyclone Dissolved Gas Floatation Multimedia Filtration SAC/WAC Membranes Skim Tank Hydrocyclone /w membrane DGF /w MMF Electric Coagulation EC /w MMF New Standard DGF /w MMF, UF, Chemicals Separate concept team from on going VSM Production Concept Bench0Test Proof0of0Concept Implement

16. TRANSITION TO LEAN (1 - 2 YRS PER PRODUCT/SERVICE FAMILY) • Functional to Integrated (VSM) • Large Project Plans to Last Planner System (LPS) • Batch to Continuous Process (Single Piece Flow) • Continuous Improvement / Innovation Reduction Goals 25% cost / Schedule, 30% expenses, 40% tech staff Photo by dawnzandstra Photo by EstonToph

17. REFERENCES 1. SPE-‐165331-‐PA Applica1on of Toyota’s Principles and Lean Processes to Reservoir Management: More Tools to Overload the Toolbox or a Step Change in Our Business, April 2014 2. SPE-‐157907-‐MS Implemen1ng Lean Manufacturing Principles in New Well Construc1on, June 2012 3. SPE-‐96241-‐MS Improve Facility Project Delivery With Methods for Manufacturing Excellence, Oct 2005 4. SPE-‐136528-‐MS 5s and Its Aﬀects on HSE, Oct 2010 5. White Paper Lean Project Management: How to Manage a Project with Minimum of Overhead, Stoterau et al 2012 6. Lean Project Management: Assessment of Project Risk Management Bosca Thesis 2012 7. SPE 137865 Greater Sierra Jean Marie Tight Gas Carbonate: Mul1disicpline Approach Drives Decade of Development, Bialowas et al, Oct 2010 8. The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, Jan 2004 9. The Toyota Way Fieldbook: A Practical Guide for Implementing Toyota’s 4P’s, Oct 2005 10. h^ps://www.youtube.com/watch?v=12lThqXA-‐Dg -‐ Formula 1 11. h^p://www.autoblog.com/2010/07/22/report-‐toyota-‐to-‐cut-‐domes1c-‐produc1on-‐20-‐percent-‐as-‐hybrid-‐s/ 12. h^p://boeing.mediaroom.com/2011-‐06-‐15-‐Boeing-‐to-‐Boost-‐737-‐Produc1on-‐Rate-‐to-‐42-‐Airplanes-‐per-‐Month-‐ in-‐2014#assets_117 13. h^ps://www.youtube.com/watch?v=Xm1-‐r3yCteI -‐ Aera Energy Award 14. h^p://www.leanconstruc1on.org/training/the-‐last-‐planner/ 15. h^p://innova1velyorganized.com/blog/thought-‐clean-‐oﬀ-‐your-‐desk-‐for-‐a-‐fresh-‐start-‐to-‐2012/ 16. h^p://leankit.com/kanban/why-‐use-‐kanban-‐boards/ 17. h^p://www.systems2win.com/LK/lean/7wastes.htm

Lean - Tight Oil Design & Construction

Lean - Tight Oil Design & Construction

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