The Client

An independent energy company headquartered in Oklahoma. Their business strategy was focused on the exploration, development and selective acquisition of oil and natural gas properties in the Permian Basin region of the United States.

The Problem

After growth through the acquisition of three separate fields, all from different companies, our client was now tasked with streamlining the daily and monthly production reporting from three very different sources in each field. Because of the rapid growth and the immediate demand for good information from these acquisitions, the standard approach to gathering information and consolidating it was needed.

The Solution

The first step of the project was to identify the assets of the company in each area and establish solid delivery system information for each of those assets. The most complex delivery system was chosen to be the first area set up for the company, as this process would embrace the requirements of the fields to follow. The assets were set up in the Total Asset Manager™ Production system with great attention to detail. All of the methods for measuring production at each asset level were associated accordingly. This included tanks, meters, LACT units, flow meters, and well tests. The delivery systems were then set by utilizing the Total Asset Manager™ Diagram Tool to easily visualize how each product flowed from the wellbore to the facility.

The specific routes that were associated with each asset were assigned to the appropriate pumper and email address. This allowed daily production information to be captured in the field utilizing the Total Asset Manager™ Gauge Sheet System. Because of the familiar Excel format of the gauge system, only four hours of training were required for the pumpers to be entering daily information consistently.

After the first couple of months of data entry were completed, and any necessary adjustments to the system had been made, the month end reconciliations were then ready to be completed. Field tickets for oil were compared to the purchaser statements. Through the reconciliation interface, this was easily completed and allocations were finalized for complete monthly production reporting. The ensuing areas followed the same process and were completed and running in about a third of the time. By establishing consistent patterns and gathering data with clarity, daily and monthly production reporting became streamlined. From a single point of capture, accurate daily and monthly production reports were easily distributed wherever the organization required them.