WIRELINE Issue 36 - Summer 2016

Mark Urquhart, senior completions engineer at Chevron. In collaboration with Schlumberger, Chevron sought to break down the silos between the product service lines on the Alder project

Having a dedicated focal point for the supplier helped to manage the integration of the product service lines and make sure fit-for-purpose equipment was delivered on time to meet the work construction schedule. ” “ executive account manager, Graham Hetherington, committed to being onsite at the Chevron offices one day per week. Graham explains: “We were producing five critical product lines, and because of the significance of the project we

challenges that had the potential to impact the schedule of each of the five product service lines. Traditionally, these have been overseen by separate teams with different reporting lines, but we sought to address this in partnership with subject matter experts from across the key business functions, management representatives and Schlumberger to drive a rapid and sustainable ‘one-team’ approach to performance improvement.” Specifically, integration of the product service lines was underpinned by an overarching project ‘control panel’ tool that gave up-to-date information on individual product challenges, actions and agreed solutions tracked to completion. Dedicated weekly meetings were held to generate open dialogue, with conversations kept focused, constructive and results- driven ensuring the right people were in the right place at the right time. Moreover, Schlumberger senior

all realised that we needed to be a single team and get away from the old-style service provider-client relationship by building a very open and collaborative relationship. There was a common understanding between the two organisations and everyone on the project became aligned to a single end goal.” Derek Fraser, D&C category manager for Chevron’s SCM team, adds: “The improved interface between key Chevron functions and their Schlumberger counterparts at all levels, from field technicians to vice presidents, allowed the cross-functional team to improve business performance. We were able to engage more regularly to resolve issues quickly and mitigate impacts. “The removal of departmental silos that existed due to the separation of product service lines proved a game changer in that it promoted shared accountability and responsibility. Not all conversations were easy but

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