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GALLERY: Customer Appreciation Reception
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GALLERY: 2012 Komen Houston Events
MEASURING OUR SUCCESS
Spotlight On: Terry Bonno
This year, the Upgrades and Repair Projects Group has been refining a complete stage gate process to ensure that projects worldwide are planned and executed according to stringent industry standards and practices. Shipyard projects around the world are continuing to exemplify and maintain Project Excellence. One such rig, the GSF Galaxy I, is shown here after its shipyard project, on one of those rare, beautiful days that can only be seen offshore.
GSF Galaxy I
After being cold stacked for almost three years, the GSF Galaxy I received a contract to work as a floating accommodation unit. The project team overcame several challenges, bringing the accommodations and marine safety systems into working order and removing drilling equipment, which was sent off to be overhauled for a potential drilling mode on the next contract. The rig currently has an approximately 50-member complement consisting of mostly maintenance and marine personnel, all working under tight deadlines.
In addition to bringing the rig out of cold stack, the dry dock which was chosen had been unused since 2003 when the GSF Galaxy I was the last rig project there. Great teamwork was required to overcome the challenges presented by the startup of a new facility, and now the new Nigg Drydock offers Transocean a further option for the efficient execution of shipyard projects in the region.
“It was the most challenging project I have been a part of, but the difficulties were worthwhile, as not only the GSF Galaxy I was reactivated, but also the Nigg Drydock which will provide future benefit to Transocean,” said Danny Gallacher, Project Manager for the GSF Galaxy I, who has 30 years of experience in the industry. The Nigg Drydock reactivation expands options for European shipyard availability for rig upgrade and repair projects.
The teamwork and proactivity to overcome challenges helped to successfully reactivate the rig and has positioned the GSF Galaxy I to compete for future drilling contracts.
DWC derrick removal—bridge crossing Bosphorus StraitsDerrick top section installation in Bandirma, TurkeyWhen the Deepwater Champion’s customer, ExxonMobil, decided to bring her to the U.S. Gulf of Mexico after successful operations in the Black Sea, this meant the rig would have to pass through the Bosphorus Straits and under two bridges. One of the most challenging projects for the DWC this year was removing the 210-foot-tall derrick to allow the vessel to pass under the bridges and then re-installing it.
In order to remove sections of the derrick, 1,600-ton and 3,200-ton cranes were shipped from their home site of Abu Dhabi to a shipyard in Bandirma, Turkey. The crane-operating crewmembers who helped remove and reinstall the derrick for the bridge pass-through were the same crewmembers who worked on the derrick during its initial entry into the Black Sea in 2011, so their familiarity helped guide the project execution. Jered Norton, Project Manager, said, “The project would not have been successful had it not been for the full commitment of operations and project teams working together with our contractors.” The collaboration and capitalization on the “OneTeam” approach established on the DWC, without a doubt, was the foundation for the project success—as the rig is now operating in the Gulf (see story, page 16).
Some members of the Sedco 707 Team: L-R: Charlie Pomphrey (Rig Manager Asset), Michael Reid (Offshore Installation Manager), David Ellis (Senior Specialist Upgrades Projects), John Hill ( Senior Project Manager), Leroy Boudreaux (Project Manager), and Sidarta Mocelin (Operations Support Engineer). Paula Sousa (Operations Support Engineer) took the photograph.
As the longest shipyard project this year for Transocean, the Sedco 707 is ahead of schedule and boasting an exceptional HSE performance of zero TRIR and LTIR. The Sedco 707 was operating in Brazil where it began a 375-day project and made the long voyage from South America to the dry dock facility in Brownsville, Texas. Prior to the rig’s arrival, Transocean’s project team collaborated with operations’ personnel and shipyard representatives to develop their WIN “What’s Important Now” plans for preventing dropped objects and other safety metrics. With over 700,000 man hours worked on the project so far, performance has lived up to the goal of operational excellence, with teamwork leading the way.
GSF Baltic Project Team
Standing from Left: Brent Cosner; John Campbell; Christopher Mathieson; Keith Coutts; Henry Ihemadu; Ali Hussein; Jack Lord; Islam Abdelraouf; Milton Anderson; Hugh Broussard; Carl Minikes; Warren Smathers; Lucky Emu; Eni Balogun. Sitting from Left: Satya Veeramalla; Milovan Franovic; Oladipo Oloruntoba; Abiola Akinpelu; Nneoma Duru-Onweni; Agbara Chibuzo (Oracle); Mike Adams; Ali Hussein
As the first shipyard project executed at a new shipyard location in Nigeria, the GSF Baltic Project Team set a precedent by overcoming numerous challenges with a ONE TEAM Culture.
The Baltic project team was supported by division management and rig teams. Project teams are spread across Houston, Aberdeen, Cairo, Lagos and Portharcourt. The differences in culture can be a great challenge, but the project team quickly adopted the local culture and communicated well to all the work force participating in Project Execution. Shipping materials to Nigeria from all over the world and transporting them from Onne to Ladol Shipyard (Freezone) was another challenge which was successfully achieved and on schedule with the support of division supply chain teams.
The project team laid the foundation by establishing the concept of “One Team and One Vision” to deliver the project on time and without incidents, which guided them throughout their project’s success.
The team took proactive measures that helped mitigate potential risk and delays. During the planning stages, safety training was conducted in Transocean’s Training Center in Portharcourt and at the Ladol shipyard in Lagos with the collaboration of division safety management teams. These safety training sessions were attended by the entire workforce and in their own languages for locals and in English for Expats. Daily tool box meetings enhanced our safety commitment, all the time everywhere, and reinforced our safety culture.
Project management breakthrough (PMB) sessions were held in the planning stages which allowed the team to identify potential risks to activities during execution and schedule completion, more importantly communicating the scope with operations management and rig teams including vendors. These sessions identified solutions to optimize the project cycle. The PMBs and focus on safety allowed the team to carry out a large portion of the work scope during the tow to the shipyard so that the project team was already 11% ahead of schedule. One solution that contributed to the productivity of the project was to exchange the equipment rather than dismantle, reassemble, and carryout the overhaul inside the shipyard.
By the end of the shipyard project, the Baltic team has achieved zero TRIR (total recordable incident rate) and performed under budget with an average of two days ahead of schedule.
Together, with their One Team, One Vision guiding them, they achieved Project Excellence.