Increase production with the crew you already have.
Wells go down every day, and every down well, underperforming lift job, and haul competes for the same field hours. On most operations that competition is settled by habit and geography. Settle it by dollars instead and base production rises on the same payroll, because the highest-value work gets done first. WellOPS runs that math every morning.
The problem
Grow production without growing headcount is the ask. The scheduling math is the obstacle.
New wells land on the same field organization every week, base decline never pauses, and efficiency gains get declared permanent, so the crew stays the size it is. That leaves one lever: which well a field team member drives to first. Sequencing hundreds of open jobs against production at risk, crew qualifications, drive time, and safety constraints is scheduling math no person can run in their head at 5:40 AM, so it gets run by memory and proximity instead.
The queue that should decide cannot tell a nuisance from a production loss. A 5 BOPD stripper alarms with the same color and sound as a 200 BOPD producer, and past roughly a dozen items an exception list stops being a work list and becomes background noise.
The consequence
A deferred barrel is free cash flow already committed to shareholders.
When the highest-value well waits behind routine stops, its deferment compounds by the hour, and the loss never appears on a report as a decision anyone made. Recovered deferred production is worth a 2 to 5% production uplift on a typical operation (modeled, aligned to the published Alvarez and Marsal worked example), and the scarce resource that recovers it is a qualified field hour landing at the right well before the problem compounds.
The same misallocation hides in the downtime report. With gas realizing pennies and oil realizing dollars, an hour down is not the same hour everywhere, yet downtime rolls up in BOE. A field plan that cannot see revenue at risk spends crews on the wrong wells and reports the average.
The WorkSync decision
The computer runs the scheduling math. Your people run the field.
WellOPS prices base production work in dollars per day: every down well, every workover candidate, every lift job and route stop, ranked against everything else open in the field. The ranked plan is in the cab by 6 AM with the reason each well is on it, and close-out at the wellhead feeds the outcome back into the ranking. Flag, Price, Rank, Route, Execute, Learn: production capacity from the organization you already have.
The production day, ranked by revenue at risk instead of visit cadence. The wait-and-see judgment on the stripper stays yours; the system ranks within your rules. Illustrative data.
Exception-based surveillance already proved the capacity is there: it moved lease operator value-added time from about 25% to about 60% of the day (Alvarez and Marsal, 2015). Pump by priority takes the remaining step, deciding which of those value-added hours land first, and a well turned over today enters the ranking and the routes today: no spreadsheet rebuilt, no route redesigned, no new hire to keep track of it.
Proof
The number that moved was cash flow, on the same crew.
Deployment figures from live operations at a top 25 private producer. The 4-week pilot is how you find out what transfers, against a baseline you set.
Go deeper
Deferred production, priced
The mechanism behind the 2 to 5% band: how deferment accumulates, and how a ranked queue recovers it.
Read the deferred production page →Surveillance that ends in a truck
Production surveillance as WellOPS runs it: detection wired straight into a priced, ranked, routed field day.
See production surveillance →The engine that ranks the day
The Work Engine builds the ranked plan: inputs, scoring, constraints, and the closed loop that keeps it learning.
Walk the Work Engine →Don’t leave production on the table.
Bring us one field’s data. We’ll show you what your crew would have worked on this morning, and what it was worth.
See Your Wells Ranked