Introducing the non-productive time (NPT) concepts in the 1960s was a necessity dictated by the ever-increasing cost and complexity of the oil and gas well drilling. The NPT definition stayed unsettled until two decades later, the definition converged toward its accepted current definition of “the time when planned or out-of-plans drilling-related activities do not add value to the operation objectives.” NPT as it is defined in drilling nowadays is a form of time waste or loss which adversely impacts the overall efficiency of the drilling operation. Since the 1980s, risk management (RM) has become a sound technique to evaluate operational losses or wastes of many resources, including time. This paper presents an attempt to couple RM techniques with NPT philosophy together with other concepts such as Systems Thinking, Synergy, Continuous Improvement, and Total Quality. These concepts and derived techniques suit well controlling the intolerable waste that shows up in the form of delay in operations and materializes into most of the undesirable costs of drilling. These concepts, adopted herein, were applied on data from 60 rigs which were used to drill 250 wells for a period of 1 year of operation. In all 19 types of NPT were considered. A Java software model was developed and used to express NPT as an undesired event with probability of happening, in order to follow with RM terminology. The probability levels (related to the NPT values) for each rig were then defined and further classified into the four familiar ranks and their colors as used in RM: Acceptable (green), Tolerable (yellow), Inadmissible (orange), and Unacceptable (red). A matrix was established for all NPT categories and for the 60 rigs and was then named Rig-NPT Risk Matrix. A maximum probability ceiling was established as a reference for unacceptable risks of all NPT categories and for all the 60 rigs. Finally, sets of risk control recommendations were proposed to minimize the NPT in order to improve rigs performance. The concept of NPT and the science of RM when integrated gave a new approach to minimize the drilling losses. Using NPT analysis coupled with risk management was used to indicate where to optimize exerted efforts in order to synergize improvement of overall drilling performance.

1960年代引入非生产时间（NPT）的概念是有必要的，因为石油和天然气井的钻探成本和复杂性不断增加。《不扩散核武器条约》的定义一直待到二十年后才解决，朝着目前公认的定义“与钻探有关的计划内或计划外活动未为作业目标增加价值的时间”收敛。如今在钻井中定义的NPT是浪费时间或浪费时间的一种形式，它不利地影响了钻井作业的整体效率。自1980年代以来，风险管理（RM）已成为评估包括时间在内的许多资源的运营损失或浪费的可靠技术。本文提出了将RM技术与NPT哲学以及其他概念（如系统思维，协同，持续改进和全面质量。这些概念和衍生技术适合于很好地控制无法忍受的废物，这些废物以操作延迟的形式出现，并转化为大多数不希望的钻井成本。本文采用的这些概念被应用于来自60台钻机的数据，这些数据被用于在250年的井眼中钻探1年。在所有19种《不扩散核武器条约》中均予以考虑。为了遵循RM术语，开发了Java软件模型并将其用于将NPT表示为发生事件的不良事件。然后定义每个钻机的概率水平（与NPT值相关），并进一步分为四个熟悉的等级及其在RM中使用的颜色：可接受（绿色），容许（黄色），不可接受（橙色）和不可接受（红）。为所有NPT类别和60个钻机建立了一个矩阵，然后将其命名为“ Rig-NPT风险矩阵”。建立了最大概率上限作为所有NPT类别和所有60台钻机的不可接受风险的参考。最后，提出了几套风险控制建议以最小化《不扩散条约》，以提高钻机性能。结合了《不扩散条约》的概念和RM的科学，提出了一种新的方法来最大程度地减少钻井损失。使用NPT分析与风险管理相结合，可以指出在何处进行最优化工作，以协同提高整体钻探性能。提出了几套风险控制建议，以最大程度地减少NPT，以提高钻机性能。结合了《不扩散条约》的概念和RM的科学，提出了一种新的方法来最大程度地减少钻井损失。使用NPT分析与风险管理相结合，可以指出在何处进行最优化工作，以协同提高整体钻探性能。提出了几套风险控制建议，以最大程度地减少NPT，以提高钻机性能。结合了《不扩散条约》的概念和RM的科学，提出了一种新的方法来最大程度地减少钻井损失。使用NPT分析与风险管理相结合，可以指出在何处进行最优化工作，以协同提高整体钻探性能。