Following the report on “Article 34’s Associated Gas Recovery: ‘One Stone, Three Birds'”, it has sparked extensive discussion among the oil field’s cadres and employees. On one hand, it exposes the urgent need for a shift in the mindset of cadres and employees. On the other hand, it prompts deeper reflection among more cadres and employees, leading to in-depth benchmarking analysis and contemplation on what aspects of work are still lacking and what problems remain. What areas in management need improvement?
To further guide the vast number of cadres and employees to recognize the situation, liberate their minds, unite as one, and effectively fight the battle for survival and profit recovery, the oil field media has launched the special column “Finding ‘Article 34’ Nearby” to report on learning cases that open up cost structures and optimize efficiency, aiming to mobilize cadres and employees to identify weak management links in their positions against “Article 34”, block “bleeding points”, and activate “benefit springs”.
As the development years of the Santanghu Oilfield increase, the contradictions in oil reservoir development have become more pronounced, coupled with the original “three lows” oil reservoir development contradictions, resulting in nearly 60% of the total number of oil wells in the management area being low-yield and low-efficiency wells, severely impacting the oilfield’s efficiency and energy reduction efforts.
From the perspective of high-quality development, low-yield oil wells face high system energy consumption, low mechanical extraction efficiency, and poor economic benefits. Implementing intermittent openings for oil wells can ensure the full utilization of oil well capacity, save production operating costs, and reduce labor intensity for employees; thus, intermittent opening of oil wells has become the preferred solution for high-quality and high-efficiency development of low-yield oil wells.
In the past, management was relatively loose, spending money without accounting and focusing solely on output without considering efficiency. The outdated mindset of “waiting, relying, and demanding” has gradually transformed, with the ideas of “profit first” and “efficiency above all” becoming deeply rooted in people’s minds. Now, the most discussed topics are the things that do not account for economic and efficiency metrics in daily production operations. Are they reasonable? Are they effective? Can measures be taken to optimize costs better?
In the implementation of intelligent oil extraction technology, technical personnel, guided by improving quality and efficiency, have broken free from rigid thinking, faced issues head-on, and changed technical approaches to enhance the efficiency of low-yield and low-efficiency wells.
Moving forward, the management area will use the case of associated gas recovery at Article 34 as a model, continuing to carry out a series of discussions on cost reduction and efficiency improvement, discarding the erroneous thoughts of “waiting, relying, demanding, and guarding”, aligning thoughts and actions with the decisions and deployments of the oil field company’s party committee, and resolutely implementing low-cost development strategies and actions for significant cost reductions by refining budget breakdowns, optimizing cost structures, conducting detailed warning analyses, strengthening process controls, carefully reviewing external settlements, and enhancing operational efficiency, thereby uncovering more “Article 34” around us, achieving tangible and significant cost reductions.
(Reading Reminder:Recently, a certain foreign brand’s mobile phone system has added a feature that automatically adds subtitles based on video dubbing, which may lead to misunderstandings due to homophones and different meanings,it is recommended to turn off “Settings – Accessibility – Subtitles and Closed Captions” to avoid affecting the reading experience.)
Source/Santanghu Oil Management Area Text/Zhang Xiaolin Jia Bin Editor/Wang Xiaohua Proofreader/Wang Lin
