Introduction
Me, Aurélien Arthapignet, I've been hired in May 2008 to improve the Geoservices manufacturing center located near Jakarta in Indonesia called Jakarta Technical Center (JTC).
My main missions were to improve the quality of the products, decrease costs, and double the capacity with a minimum of investment.
An some constraints: LBO (the main stakeholder, an edge found was selling the company), global crisis (no investment), a unique client (our company->no orders), a philosophy of pushing new products/prototypes with high technologies, cultural differences, resistances about changes, a new group: Schlumberger (various activities, new culture, new rules...).
Nicolas Llovet joined the manufacturing center in November 2008 as HIPOT (HIgh POTential). The program consists in 1,5 years between trainings in Slickline (courses and on the field, 60% of his time) and a project in the manufacturing center (40% of his time). He has been assigned to assist me in order to accelerate the implementation of the new organization and having another eye on all the projects.
Purpose of this blog
This blog has been created uniquely to show, demonstrate, prove our skills and competencies in organizational improvements.
All this blog has been written to be understandable by everyone, technical points proper to methods found in various books are not explained here.
Observation, Analysis, Human Relations (Communication, Languages, Culture...) and Logic were used to change and improve the company. Results are shown in this blog.
Comments about what difficulties we faced are added in the sections (mainly cultural problems)
Philosophy
Insanity is doing the same thing over and over again and expecting different results (Albert Einstien)
Nothing is perfect, there are thousands of solutions, thousands of ways to do and implement ideas.The entire blog could be easily criticized about the solution found, the choices done and the methods used.
We encourage the criticism (Note: the objective, constructive criticism), look at the title of this blog: "never taken for granted". Feedback is essential to go further, to adapt better and faster to new situations = flexibility.
Feel free to comment, to advice, to copy also: why to reinvent the wheel? Ideas from others can be copied and adapted to your organization (can be a different business, thousands examples are front of us every day at the supermarket, on the road, in your car...).
Not everything works as expected and mainly it's due to a lack of communication. New organizations have to be marketing to the employees, they have to participate, we need them to participate because naturally humans are defensive against all which can disturb their routine (Famous reticences: "we work in that way since years", "No, it won't work", "It's impossible", "Too simple to be efficient"...).
Methods employed are implemented in big organization such as automotive factories. It's not because we are not in mass production these methods (or a part of them) cannot be implemented.
Their cost is very low, in fact, insignificant compare to the short and long term benefits for the organization.
All methods implemented have been adapted to be the simplest possible and the most understandable possible (using explicit graphics, pictures, drawings rather than words). We just need to think but be aware that:
Insanity is doing the same thing over and over again and expecting different results (Albert Einstien)
Nothing is perfect, there are thousands of solutions, thousands of ways to do and implement ideas.The entire blog could be easily criticized about the solution found, the choices done and the methods used.
We encourage the criticism (Note: the objective, constructive criticism), look at the title of this blog: "never taken for granted". Feedback is essential to go further, to adapt better and faster to new situations = flexibility.
Feel free to comment, to advice, to copy also: why to reinvent the wheel? Ideas from others can be copied and adapted to your organization (can be a different business, thousands examples are front of us every day at the supermarket, on the road, in your car...).
Not everything works as expected and mainly it's due to a lack of communication. New organizations have to be marketing to the employees, they have to participate, we need them to participate because naturally humans are defensive against all which can disturb their routine (Famous reticences: "we work in that way since years", "No, it won't work", "It's impossible", "Too simple to be efficient"...).
Methods employed are implemented in big organization such as automotive factories. It's not because we are not in mass production these methods (or a part of them) cannot be implemented.
Their cost is very low, in fact, insignificant compare to the short and long term benefits for the organization.
All methods implemented have been adapted to be the simplest possible and the most understandable possible (using explicit graphics, pictures, drawings rather than words). We just need to think but be aware that:
Doing simple is Complicated!
Feel free to copy us ("the copy is the success" according to Coco Chanel), to adapt and improve it (we would be pleased also if you feedback us to improve again our organization)
Situation
The manufacturing center was a family business managed by a man who has started as operator and has become a multimillionaire entrepreneur.
The center manufacture products (called also units) dedicated to oil and gas services companies in slickline and measurements operations:
- Winches (hydraulic powered drums with different cable size spooled)
- Powerpacks (4 or 6 cylinders diesel engine Atex zone 2 or not suppling the hydraulic power to the winches)
- Spoolers (to spool in tension the cable on the drum)
- Multiphase Phase Flow Meter (MPFM: measurement of the well flow composition using nuclear technology)
- And few support manufacturing for downhole tools (high tech tools to be ran inside the well to get data such as pressure, temperature...) and also refurbishing of old units.
Contacts
