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Australian Energy Producers Journal Australian Energy Producers Journal Society
Journal of Australian Energy Producers
RESEARCH ARTICLE (Non peer reviewed)

Application of lean manufacturing principles to coal seam gas production*

Al Mueller
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- Author Affiliations

Arrow Energy L19 AM-60 42-60 Albert St Brisbane 4000. Email: amueller@arrowenergy.com.au

The APPEA Journal 50(2) 732-732 https://doi.org/10.1071/AJ09096
Published: 2010

Abstract

Themes covered:

  1. why lean;

  2. how lean manufacturing aligns with our business;

  3. the areas of focus for lean production;

  4. early results; and,

  5. the expected rollout going forward.

This paper examines the application and alignment of lean manufacturing principles to CSG production at Arrow Energy. Arrow Energy is a vertically integrated energy provider with a focus on exploration and production of CSG. Implementation of lean manufacturing is a critical success factor for Arrow to deliver on its aggressive expansion targets.

The lean manufacturing philosophy is not a new concept. Pioneered by Toyota, lean manufacturing has proven (if well implemented) to be able to deliver improvements in delivery, cost, quality and safety. In a commodity business all costs must be scrutinised and the focus on lean drives value for internal and external customers and allows practitioners to identify and remove waste from the system.

While CSG production does not look like a traditional manufacturing business, the lean approach to continuous improvement does in fact apply. High volumes of repetitive work in areas such as well drilling, well completion and surface infrastructure deployment support the case for applying the philosophies of lean manufacturing. Long distances between work cells and variability of work conditions, not normally associated with traditional manufacturing, do present challenges; however, these challenges impact any type of improvement effort and the lean production principles can be readily adapted to these conditions.

Early applications of lean philosophy have been applied to surface infrastructure deployment with a measured reduction in lead time of approximately 70%. Additional engineering and process redesign work is underway, which will provide additional improvement.

The expectation is that over time Arrow will deliver a strong lean culture throughout the organisation, which will have a significant impact on the bottom line results.

Keywords: CSG (coal seam gas), lean production, stripping non-valued activities, eliminating waste, simplifying procedures, doing more with less, value stream, sort, set in order, shine, standardise, sustain, Kaizen blitz, LNG (liquefied natural gas)

Al Mueller joined Arrow Energy as Vice President Operating Services, in January 2009. Prior to this role, Mr Mueller was VP Operations (West Coast Pacific) at Aera Energy LLC (Aera). Although jointly owned by Shell and ExxonMobil, Aera operates as a stand-alone company and is one of California’s largest oil and gas producers, accounting for approximately 30% of the state’s production.

Al is a reservoir engineer and led many highly successful operational improvement programs at Aera, including lean leadership activities, implementation of Aera’s Total Process Reliability and System of Operating Excellence Processes, and, implementation of Aera’s Production and Injection Monitoring Processes using lean concepts.