Jilin Oilfield Company Oil And Gas Field Surface Construction Engineering Internal Management Operation Flow Design

We analyze the persent situation in the former process of flooring work construction in Petrochina Jilin Oilfield Company,find out defects and deficiencies of the existing processes. Based on the theory of internet management apply the theory of business process reengineering ,and based on validity,integrity,succession, efficiency , we established the goal of our internal management system surround the Management of Risk, reengineered the process of flooring work of our company, documented the management flow, fully reflected main content of internal management system during processing of flooring work in our company, improved the internal risk control ability, enhanced risk precaution capacity, set up integrate, standard , effective, legitimate internal management procedures, and provide policy basis and working rules to the management of oil-gas field flooring working.Firstly a brief introduction to oil-gas field flooring working of Petrochina Jilin Oilfield Company is given. By now, our company have identified 1.246 billion tons of crude oil, 82.6 billion m3 natural gas, 23 reservoirs, exploited 21 of them, drilled 14898 wells, built more than 70 Single-well gas gathering stations, production area scattered at more than 20 districts in Jilin Province, all these work characterized by a large number of small districts, widely spread, huge engineering system, multitude programs, huge quantities, required high quality management to engineering and investment, involved many professional fields, and hard to coordinate. Therefore, we stated the necessity of establish operation flow design from the following respects: in order to ensure undertaking the flooring work completely, standardly and effectively, to evade possible risk and improve the policies, standardize the conduct, and enhance the management level.Secondly, this article summarized the fundamental theories of internal management of engineering. Internal management is a dynamic process, during which discover problems and solve the new ones constituted a circle, it including environment management, risk evaluation, management activities, information and communication and supervision. So as to run the internal management system effectively we need to trail the system first to discover the defects and deficiency. In this article we divided the internal management flow to four parts, they are plan process management, construction process management, completion process management, and construction cost management. How to unify the system and make it serve to the construction management are the most important problems need to be resolved.Thirdly, analyzed the current management situation, and found that the current construction management is still stay at a primary state and only have elemental procedures. This article mainly analyzed the status quo of construction management, acceptance check management, and construction cost management. The construction units have different managing administrations, specialization, management level, and managing results are not satisfactory. Sometimes construction plan didn't meet with field work, modification and contact cost a lot of time so construction always been delayed. Because oil fields are sited at marshes, early spring, late autumn and winter are the best time to conduct field work, so, how to uniform construction speed and project quality is the core of internal management. Those above caused many difficult to construction management, provide service to field work and oil field development are densely arranged ,in order to finish a well in advance all the construction units have to race the clock, therefore, prolonged the acceptance check. Petrochina Jilin Oilfield Company her own characters determined the high cost in oil field developing, thus, control the developing cost is a big problem, and oil field construction is one of these respects. In order to diminish the cost , company released relevant policies, but because of the management problem, many policies didn't have expectable result. Plans to oil field developing changed now and then made field construction cost estimation lost its function. We discovered the defects and deficiency of the former operation flow.Fourthly, though put emphasis on the concept of risk, control, operation flow to reveal the function of risk estimation, control activities and operation flow, and clarify the technology guidelines of internal management of field construction. The prediction, identification, evaluation and analysis provided guidelines to cope with risks. The goal of operation flow control is to establish complete operation flow control policies, identify the duty of flow control.The goal of tests is to ensure the management of the company is run effectively. In accordance with the above elements we redesign the internal management system, and changed the relevant department's duty, redesigned the field construction flow, the administrative department changed from plan department to infrastructure construction department. The feasibility analysis, both in technological and economic, from relevant departments provided solid bases for policy-making, therefore, feasibility analyze is the critical part of the construction. We need to be full aware of the importance, identify risks and set up control methods, so in this article we designed feasibility analyzing procedures. Construction stage is the most complicated and hard-to-control stage, so, in this article we supplemented quality control and construction span control procedures. Enhance the engineering quality is a permanent goal in construction internal management. Construction span is the elementary factor that caused skirmishes in field work, especially in oil field development, if the field construction has delayed, the whole oil field cannot perform properly. Complement design construction quality control and management processes can resolve conflicts between quality and construction span,offer possible term for the construction of project.The designing of supervision process standa the oil and gas field's construction project activities,has provided a basis for supervision personnel to duty of performance and exercise of ringhts.Acceptance check procedures clarified the conduct of internal check and subcontractor check procedures, and identified duty of different departments. We supplemented whole project cost control procedures and field visa managing procedures in construction cost control procedures.Fifthly, in order to ensure the implement of new operation flow, we establish procedures from organization and system, and set up four levels organizations, clarified the respect administrative duties. Founded regular training procedures, regular examine procedures and relevant system of rewards and penalties.To conclude, the redesign of field construction internal management system redefined the procedures of field construction, improved the relevant policies and standards and founded more unified and effective internal management system, enhanced ability to risk precaution. All these measures received remarkable economic and social benefits.