The Wright brothers flew the first powered airplane in 1903, and World War I demonstrated the airplane’s military potential. In 1919, Deutsche Luft- Reederei (later Lufthansa) began flying passengers between Berlin and Weimar, Germany. The air transportation industry began in the United States in 1925, when Juan T. Trippe and others persuaded Congress to privatize the airmail system. The U.S. Post Office initially granted twelve contracts. Trippe’s company, Colonial Aviation, won the New York-Boston route, but Trippe later lost control of the company. Airplane manufacturer William Boeing received the contract for Chicago-San Francisco and founded the airline that later became United Airlines. Pitcairn Aviation obtained the New York- Atlanta and Atlanta-Miami contracts and later became Eastern Air Lines. A company called Robertson Aviation flew the St. Louis-Chicago route and employed a then-unknown pilot named Charles A. Lindbergh. In 1927, Trippe’s new company, Pan American World Airways (Pan Am), received the contract to fly the mail from Key West, Florida, to Havana, Cuba. Trippe felt that he could increase web hosting profits by transporting a few passengers along with the mail. One of his first customers was the gangster Al Capone. In 1930, the U.S. Post Office awarded the following contracts: New York-California via Chicago to United, New York-California via St. Louis to Trans World Airlines (TWA), New York-California via Dallas to American, and several routes along the east coast to Eastern. Two regional airlines that later became international also received routes: Braniff International Airways got the Chicago-Dallas route and Delta Air Lines got Atlanta-Chicago.
 
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 Articles > September I 2004
Abstract 1, September 2004 Minimize

Drilling performance is usually benchmarked by analysing the time spent on well construction and the degree to which planned times and budgets are achieved. Learn-curve analysis can provide indicators of relative improvement over a campaign, and position on the learning curve can provide a measure of process maturity.

However, the variability of the data makes it difficult to obtain a good fit to the model and assess maturity. The principal cause of the discrepancy between planned and actual times is trouble. Trouble is accounted for in planning by a multiplicative contingency factor. This implies that trouble time is dependent on well or well-section length.

Based on a standardized analysis of drilling performance for a wide range of wells we find that this assumption is not valid and that trouble time is not significantly correlated with well or well-section length. However, we do find that the probability of trouble is significantly correlated with length, and that a probability plot of trouble time for a group of wells or well sections provides a robust measure of drilling process maturity.

We present results of applying this analysis to a variety of well types and propose some metrics for assessing drilling process maturity.
  
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