SPE Newsletter -...

SPE NewsletterSingapore Integration Center | APRIL 2011 ISSUE

Main Message

Focus On

Updates 2011 HR Calendar

Feature Article Connect Women

Feature Article Client Training

Construction News

Updates LPT News

Achievements API Certification

Achievements Dinner and Dance 2011

Feature Article Delivery Project

Updates Employee Referral Program

HSE Tips QHSE Passport

New Transfers / Hires

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HSE Construction FeaturePeople History Achievements Updates Interviews

ClosING THE GAP by John Lee

is a significant gap between what we can and have to deliver today. Due to the surge in orders for ESP strings and parts,

more than double of what was forecasted in some cases, we are under a lot of pressure to deliver our products safely, at the right quality and in the quickest time possible.

Our challenge to meet the increase in demand is on many fronts. Limitations on manufacturing capacity, long lead times for raw materials and outsourced components are just the tip of the iceberg. We also face difficulties in the re-prioritization of orders from

the field and constraints of our internal business systems.

The good news is that we know what needs to be done to expand our capabilities and capacities. The Delivery improvement project in SPE and creation of a 5-year manufacturing plan for Artificial Lift are some key actions that are being taken today to enable a strategy for growth.

We must all continue to communicate and work together because it will take every single one of us in the value chain to ‘close the gap’ and meet the needs of the market.

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WHAT’s INsIDE

named competitor that had us wearing red and gray coveralls. In 1991, I joined REDA in Houston, Texas and my family and I quickly found ourselves moving to Singapore in January of 1992 for five of the absolute best years of our lives, highlighted by the births of my second daughter in 1992 and my son in 1995. Professionally, I spent all of my time in the Reda Asia Pacific sales team, primarily in Indonesia (158 trips in 5 over years!) but also with a very interesting and rewarding responsibility for business in Japan.

Our time in Singapore ended in 1997 and we moved on to Owasso, OK where I ran the HPS business unit for two years. Next up was a two year assignment in Garden Grove, CA as the Operations Manager. It was during this time that the impact of the Schlumberger integration was put into full effect. Our next move was to Houston, Texas where we remained for over 8 years as I served in various Business Development and Operations Support roles for both NSA, WCP and Artificial Lift. In May of 2009 I was assigned as the first Planning Manager for any of the Schlumberger segments, re-locating from Houston to Singapore in December 2009.

Q: What are some key challenges currently faced in the Artificial Lift business?

A: I will give two replies in the form of a short-term and long-term challenge. Short term, we must address our current well known issues with product

delivery and high incoming order rate. If we do not manage this properly, we will see a future imbalance of field inventory and subsequent negative impact on incoming order rate. Longer term we need to work on our client engagement and enhancement of our overall sales organization and processes.

Q: What is your favorite thing about Singapore?

A: Easy one, without a doubt it is the food. I love pepper crab, all Thai food, fish head curry and I’ve not yet been disappointed with anything I’ve had in Little India.

Q: Is it true you like durian?

A: Of course, who in Singapore does not?

by Chip Ollre

FocusoN

INTERVIEWS

lbert G. Ollre or “Chip” as known to many, is the Planning Manager for the Artificial Lift Segment HQ based in the Singapore

Integration Center. The SPE Newsletter team caught up with Chip recently to find out more about this individual who has more than 20 years of seniority under his belt:

Q: What does a Planning Manager do?

A: The main objective of this position is to supply the EMS and Category Organizations with a forecast that has sufficient accuracy and level of detail to help optimize

manufacturing capacity and material supply for

planning production of parts and final product. All

this has to be done with a view of optimizing both field and EMS inventory levels.

Q: Tell us a little about your background?

A: I grew up in Houston, Texas and received a degree in Petroleum Engineering from Texas A&M University in May of 1984 which was not such a good time in the oil business. I was fortunate to immediately find employment at that time, though it was with a not-to-be

A

I love pepper crab, all Thai food, fish head curry and

I’ve not yet been disappointed with anything I’ve had in Little India.”

The people who make up the oil industry come from a wide variety of backgrounds, nationalities, educational institutions, etc. To be effective, a company must actively recruit top talent, provide world class training and development opportunities that include proper exposure to the nuances of oilfield client demand which makes the oil industry so unique and challenging. The employees of Schlumberger have been developed in just this manner. These are their stories.

Singapore Integration Center | APRIL 2011 ISSUE 32 Singapore Integration Center | APRIL 2011 ISSUE

THE

2011 HRcALENDAR

by Sarah Jefferies

’m sure over the last year you have attended, at least, one of the many events the HR team held; the Annual HR Open House, a weekly focus group, HR communications, Connect Women

sessions, etc. This year I wanted to ensure that you can organize your diaries to plan in advance for these events so... allow me to introduce the 2011 HR Calendar!

Here in SPE, I have observed the increasing use of the word “busy”. When I ask my team how they are doing, they respond “busy”. When I ask John Lee how he’s doing, he responds “Busy”. When I get home and reflect on my day I think…“busy”! It’s true. Here at SPE, everyone is working hard to increase service quality, output and performance, whilst still ensuring all the day-to-day tasks are completed. It’s easy when the pressure is on to neglect ourselves, right? We neglect to book dentist appointments, submit our expenses and, worse still, neglect to invest time into developing ourselves professionally. This HR Calendar of events is therefore intended to help you plan ahead, so you CAN attend these events to help keep you well informed and learn something new. This will be a live document, stored in Sharepoint for easy reference.

So, what’s on?UPDATES

Focus GroupsWe are continuing to run the Focus Groups, now on a fortnightly basis rather than weekly. These are invite-only and an opportunity for groups of about 20 employees to ask questions & interact with Senior Management.

SETC Committee Reviews

HR Open HouseYou will see our Annual HR Open House is being held in September, where we hold a multi-day event with different meetings to share information on a multitude of HR-related topics.

HR Info SessionsFrom March onwards, we will run a HR Info session on a monthly basis. The sessions will be published in Sharepoint along with the HR Calendar, covering topics such as ‘How do you calculate my salary?’, ‘US Abroad pension plan’, ‘What’s a COR?’ etc. Connect Women events will continue to be held quarterly, thus allowing our female population to learn about relevant topics, share ideas and provide encouragement to one another..

SETC Committee Reviews are scheduled 4 times throughout the year. Each nomination can take a few months to reach this stage, whilst collecting supporting material & technical reviews, so ensure you submit your Preliminary Self-Evaluation (PSE) as early as possible.

You will also notice other events such as the Shop-Floor Career Advancement scheme, ADVANCE Reviews, seniority dinners, HR Service Quality Management Reviews etc. Indeed, it’s a “busy” calendar, and I’m sure this will fill up further as we progress through the year. So, stay tuned-in and ensure you

SAVE THE DATE!

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Feature Article

LB Connect Women is a network run by and for women in Schlumberger to obtain and provide guidance on careers, discuss concerns

and help the company understand specific issues affecting women.

On 1st September 2009 we brought this closer to home by launching a Connect Women Singapore Chapter. This local chapter provides a platform for our women in Singapore to candidly discuss important issues common among our female community at local meeting events on a quarterly basis. In line with global Connect Women, this empowers our ladies to take charge of their career by providing avenues for guidance and support.

The 2011 launch event was held on 16th February 2011 at SPE, with over 50 ladies from across the island attending. We were also fortunate to be accompanied by 4 members from the Singapore Spouse Association (SSA) who had the chance to meet our ladies at SLB.

The highlight of this session was a talk on “Stress Management” by an external guest speaker Ms Nancy Ho. Nancy Ho is an experienced Clinical Hypnotherapist, life skills trainer and coach. During her session, we all learnt how dealing with stress in an effective and efficient manner go beyond simple relaxation techniques into the realm of effective stress management strategies to boost energy.

Topics covered were:• Whatisstress?• Whoismostsusceptible

to stress? • Symptomsofout-of-control

stress!• Learneffectivestress-

management strategies • Howtogethelpwithstress

management?

During the talk there were two practice sessions where Nancy introduced everyone to the world of meditation and hypnotherapy.

In today’s social climate, stress is something that we just tend to accept as a part of our home and work environment. We all must learn to relax, understand and take charge of one’s reactions to external events, people and factors. By practicing the simple and effective techniques shared by Nancy, we can all try to take control of stressful situations. Thus improving health

and wellness and moving towards the bigger aim of living satisfied and joyful lives.

by Eeksha Kohli

sINGAPorECoNNECT WoMEN

s BECOME A MEMBER OF THIS INSPIRATIONAL COMMUNITY IN 3 eAsy steps! Log into

http://www.eureka.slb.com/Register.cfm using your LDAP.

Select the ‘Connect Women’ community & click to ‘Update Eureka and Directory (LDAP)’.

Also, to subscribe to the SLB ConnectWomen Bulletin Board, add slb-connectwomen-bb to your directory subscriptions list in LDAP.

1.2.3.


he client training at SPE started in 2006 with about 50 clients attending in that same year. Last year, more than 110 clients visited SPE

to attend either 5 or 9 day artificial lift training. Clients who attend the training range from field personnel who are presently using or will be using the product, fresh engineers who are learning about artificial lift or the decision makers who will decide whether or not they will use Schlumberger products for their artificial lift needs. Clients from as far as Mexico have attended the training and it continues to grow in popularity. Consolidated data from 2006 to 2010 shows majority of clients came from Middle East and Asia and in 2010, we have seen clients from Norway, New Zealand and Sudan.

To personally meet with a client and talk about what Schlumberger can offer is an expensive and time consuming necessity of doing business. A Schlumberger representative often has to fly to the client, stay in a hotel and make numerous arrangements so he/she can talk to the client about what

Schlumberger can offer. The advantage of bringing a client to participate in a training course is being able to talk to them for two weeks, eight hours a day where their needs and expectations can be better understood. It gives us an edge of showing Schlumberger’s capabilities and how we can add value and solutions for the benefit of the client.

A natural question may be, “Why is this training not held in a Schlumberger training center like MLC or ELC?” Artificial Lift can be talked about anywhere, but there is only one place in the world where a person can see ESPs, Gas Lift Mandrels and Valves, Gauges and Y-tools being assembled and tested. Furthermore, clients personally meet with Schlumberger employees who make the product and witness

the actual processes from start to finish. The Singapore Artificial Lift Center is also an excellent place where the client can see the quality that goes into a Schlumberger product and we hope they leave the training with one thought, “That is the artificial lift solution I want in my well!”

Feature Article

ClIENT TrAINING

by Gordon Kappelhoff / Eline Baclig

It is rare that you go through a day at SPE and not see a group of visitors touring the facility. Some of these visitors are Schlumberger VIPs, some are representatives from the different Geomarkets and some are Clients. This group of visitors we call ‘Clients’, come to SPE not only to see the facility but to learn about Artificial Lift as well. Some of these clients stay up to two weeks during which time both ESP and Gas Lift applications and Gauge technology are reviewed in detail.

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Indonesia21.20%

Oman10.60%

Libya8.19%

Sudan7.71%Malaysia

7.47%

SaudiArabia4.82%

Thailand4.10%

Iraq3.86%

China2.89%

Syria2.89%

Australia2.17%

Kuwait2.17%

India1.69%

Turkey1.69%

Angola1.45%

Nigeria1.45%

Vietnam1.45%

Austria1.20% Columbia

0.72%

Romania0.72%

Singapore0.72%

New Zealand0.48%

Yemen0.48%Congo0.24%

Brunei1.20%

Mexico0.96%

Papua New Guinea0.72%

Norway1.45%

UAE1.45%

Egypt1.69%

Iran2.17%

IndonesiaOmanLibyaSudanMalaysiaSaudi ArabiaThailandIraqChinaSyriaAustraliaIranKuwaitEgyptIndiaTurkey

AngolaNigeriaNorwayUAEVietnamAustriaBruneiMexicoColombia Papua New GuineaRomaniaSingaporeNew ZealandYemenCongo

Legend

Fig 1 Breakdown of client participation


TEsT AND QuALIFIcATIoN FAcILITy PRojEcT

coNsTRucTIoNNEWs

by Dave Leslie

CONSTRUCTION

Identified in the table below are the key capabilities to be included within the facility. Three vertical wells will be drilled, each with its respective test loop to deliver a number of capabilities such as an upgraded Horizontal Pumping Test System (HPTS) to accommodate increased OD pump series and power delivery. Within the Concept Phase, two additional capability modules will be added to the HPTS to accommodate viscosity and multi-phase simulation testing.

The Multi-Function Loop will operate under two modes “Static” and “Dynamic”. In the static mode no fluid will flow under the test conditions, while in the dynamic mode, synthetic oil fluid will flow under the test conditions.

sand Loop system Integration Loop (sIt)

Multi-Function Loop

Parameters Units

Well Depth ft 250 600 250

Well Diameter in ID 24 24 36

Can ID in 15 – –

Vessel ID in – – 14

Flow Rate bpd 300 ~ 60,000 0 ~ 80,000 20,000

Fluid type – Water + Sand Water Synthetic Oil

Concentration ppm 0 ~ 1,000 – –

Max. pressure psi – – 6,000

Max. temperature oC – – 380

power Range kVA Up to 3,000 Up to 3,000 Up to 3,000

test Loops

Hpts Normal

Hpts Viscosity simulation

Hpts Mphase simulation

Parameters Units

Flow Rate bpd 300 ~ 70,000 300 ~ 70,000 300 ~ 15,000

Fluid type – Water Water + Glycerine Water + Air

Concentration – 100% 100 ~ 1,000Cp 0 ~ 75% GVF

power Range kVA Up to 3,000 Up to 3,000 Up to 3,000

Hpts

pressure test Bay Failure Lab thermal Lab

Parameters Units •DigitalCamera•ScanningElectron

Microscope•Steremicroscope•GrindingMachine•FumeCabinet

•Thermal,HumidityChamber

•ThermalChamber•ThermalOven

pressure oil psi 20,000

pressure Water psi 20,000

pressure N2 psi 15,000

Dimensions ft 40 x 15

AuxILIARy

Fig 1 Capabilities of the Test

and Qualification Facility.

Construction News

n the early days of EMS, it was quickly identified that some level of Test and Qualification capability would be required for the ATG product group. In

2009, a capability brief was drawn up to provide an initial level of understanding of the requirements to facilitate early discussions with the Singaporean Economic Development Board (EDB) and also to provide an indication of the foot print required. Later In 2010 a Phase 1 Concept and Feasibility study was executed to determine the “fit” of the capabilities in greater detail, to align with the EMS and Segment organisations based on an established Statement of Requirements (SOR). The SOR embodied a number of salient points based on:-• Segmenttechnologyroadmap

and identified strategic growth• Knowledgecaptureand

characterisation from Subject Matter Experts (SMEs) both within the Segment and EMS ATG

• Existingandnewstandardsrequirements

• Clientfeedback

• Lessonlearntfromthedevelopment of other Schlumberger test facilities

Additionally, from a review of the current approach adopted for the testing and qualification of new technology, it was identified that:-1)A number of the capabilities

were outdated and had been upgraded on a project by project basis with no long term horizon view adopted. This resulted in an increasing gap of the existing testing capabilities for the requirements now and in the future.

2) The widening gap in testing capability created a significant dependence on third party testing providers with their associated constraints in testing windows and early exposure of Schlumberger’s new technology.

3) Some of the testing requirements executed in-house utilised manufacturing testing capabilities thus leading to constraints on manufacturing capacity.

Overall, this led to an unsustainable position in impeding the delivery of new technology to the client base.

To position ATG for the future, a decision to locate a new testing and qualification facility in Singapore was made, supported and endorsed by both Segment and EMS groups.

Currently, we are in Phase 2 of Detailed Design – the project has identified a number of functionalities which greatly enhance existing capabilities, but also introduce new capabilities not realised in Schlumberger before.

IBACKGRouND CApABILItIes

Dave Leslie Project Manager


pRoJeCt ACtIVItIes exeCuteDThe project will be executed over 3 distinct phases with the first phase already completed and second phase in progress.

pre-project Activities

phase 1 Concept

& Feasibility

phase 2 Detailed Design

(in progress)

phase 3 / 4 Building Construction

& Facility Commissioning

• Identificationofproject stakeholders and sponsors

• Knowledgecaptureand characterisation from subject matter experts both within the Segment and EMS ATG

• DevelopStatementofRequirements (SOR) which will form the essentials of the Basis of Design (BOD)

• Developindicativecapability requirements and potential site locations.

• Feasibilitystudyexecuted to verify facility Concept – Completed mid Aug-10

• Confirmedsitelocation adjacent to existing Site 3

• Executedenvironmental assessment on site

• Detaileddesigncontract awarded

• Wellmanagementcontract awarded

• Developedcontractand procurement strategy

• Stilltobestarted

Fig 2An artist impression of the Testing and Qualification building

by Chong Te Xiang

LPTNEWs

UPDATES

Construction News

sHAPINg A BETTER FuTuRE

n the last quarter of 2010, the SPE LPT leader, Chong Te Xiang, and his team started searching for new members for the 2011 Loss Prevention Team (LPT). Myriam Adoun, SPE HSE manager, and the respective Product Line managers also helped to identify highly motivated members who

could jointly lead positive changes with regards to HSE and help the centre achieve annually set objectives.

The 2010 Loss Prevention Team (LPT) handed over to the new incoming team for 2011 on the 14th of February. Members of the outgoing team received letters of appreciation from the SPE management team.

Some of the new members joining as team leaders are Vasavi (Quality) and Praveen (Engineering) from the DHE Product Line, and Jacob Hahn (Engineering) from the Gas Lift Product Line. Completing the lineup of team leaders are Benny (DHE) from Stage Machining and Aditya Garg (Gas Lift) who received an ATG Silver Award for HSE for his efforts last year. Both already served several months in the 2010 team and will continue their participation in 2011.

A new configuration for the LPT was introduced in 2011. A new ‘Cell Structure’ will be adopted where each area in the facility will be represented by a cell of 3 to 4 members consisting of an Engineer, a Supervisor and a shopfloor member from the area itself. These individuals will be in charge of all HSE-related activities in that particular area and report to the team leaders for their monthly tasks. Each team will support either “co-located” work areas (e.g. Gauges and Gas Lift Cell 1) or co-related cells (e.g. Foundry and Stage machining). The new LPT structure can be seen on all the notice boards and is also available on Sharepoint [http://srv005sgspe.fea.slb.com/SiteDirectory/SPE/HSE/LPT/Forms/AllItems.aspx]

Our heartfelt thanks goes to all members of the 2010 team who performed diligently to meet the high-standards set by the previous year’s 2009 team led by Beng Yeow and Weiyu. Amongst some of the challenges for the team was coping with the risk from increased newcomers on the production floor and launching new initiatives like communications (suggestion box) and the inaugural SPE Healthy Living Competition.

The annual handover meeting mentioned earlier on was also marked by 2 award sessions – the ATG Bronze and Silver awards for outstanding members of the 2010 team, and the winners of the Healthy Living Competition.

Congratulations to Suresh Babu Durairaj (Stage Machining) and Patrick Wong (Testwell) for winning Bronze and Silver awards respectively.

I

From left: Etienne Beney (ATG HSE Mgr), Patrick Wong, Aditya Garg, Suresh Babu (ATG Award winners), Myriam Adoun (SPE HSE Mgr), Chong Te Xiang (SPE LPT Leader)


n February 26, 2011, we finally received an email from the API Monogram Program authority (APIQR) confirming that our quality

program was reviewed and found to be acceptable. As a result, SPE received full accreditation and certificate of authority to use the official API monogram (API Spec 11V1) for gas lift equipment manufactured in Singapore.

This API accreditation and license is an assurance to our clients that our processes and product designs meet rigorous industry standards. The outstanding achievement is also a reflection of the commitment from all levels in SPE to the Quality Management System and Excellence in Execution.

The milestones of this success were as follows:• March 11, 2010: Submitted

application forms• October 11, 2010: Passed

Stage-1 audit without findings• December 8 to 10, 2010:

6-man-day Stage-2 audit with 2 minor non-conformances

• January 7, 2011: Turned in formal responses to the 2 minor non-conformances

• February 26, 2011: Received API acceptance email

Although API SPEC 11V1 is only applicable to the Gas Lift product line, API SPEC Q1 covers the entire Quality Management System in SPE. As a result, DHE and Gauges were all affected and resources were deployed to revise or establish new procedures to meet this standard. Numerous trainings were provided to relevant employees from all functions to prepare for this certification program. The quick action that was taken in response to a query during the official audit showed our culture of being solutions orientated.

Our Quality Management System had already been audited 39 times by 10 different DnV auditors. The API certification opens a new chapter in the life of SPE.

The scope of the API Monogram License includes gas lift valves, reverse flow checks valves, orifice valves, dummy valves, wireline retrievable valve mandrels.

The SPE API license and associated certificates include:

• APIMONOGRAMLICENSENO.11V1-0030

• APIQRREGISTRATIONNO. Q1-1073 FOR API SPEC Q1

• APIQRREGISTRATIONNO. TS-0953 FOR ISO/TS 29001

oApI CeRtIFICAtIoN

Winners of the Healthy Living competition are shown below:

The winning team ‘Health Zone’ received $500 worth of ‘World Of Sport’ vouchers, while the runners up each received a trial membership package which consisted of a Detox massage, steam bath, Vibrotherapy, Oxygen cove sessions, and a Body Composition Analysis from ‘Amore Fitness’. On top of that, the 1st runner up team also received an additional set of $80 worth of vouchers from ‘World Of Sport’!

team Name:

Just slim enough Cheers (JseC)1.65% weight-lost

team Members: (from left) Susie Seto, Cynthia Goh, Jolyn Ng and Eileen Teo

team Name:

JNsA1.02% weight-lost

team Members: (from left, together with Myriam Adoun) Norliza Bte Abu Bakar, Junaidah Hassin, Siti Hawa Bte Mansol (not pictured), and Arzalina Bte Manap (not pictured)

team Name:

Health Zone1.77% weight-lost

team Members: (from left) Joy Biju, Sim Teck Hoe, Ng Bok Chwee and Mariappan Krishnasamy (not pictured)


LET’sRock N’

RoLLOver eight hundred employees, dressed up to rock, made their way to the Suntec Convention Center Ballroom on the night of February 12th to experience good food, great company, festive dancing, live performances and just about all the fun the party had to offer.

he dinner and dance party was kicked off by ATG/SPE Manager, David Rowatt’s heartening acknowledgment of everyone’s hard work for the year 2010… encouragement to look forward

to a bigger year in 2011… and a cheer to everyone to have a wonderful and enjoyable night!

A significant highlight of the night was the mass line dance which took months of training during daily ‘dance rehearsals’ at pre-job meetings. During the event, we proudly set the record for the highest number of employees doing a choreographed line dance at the same time.

Adding more excitement to the night was the dance competition organized to ‘expose’ the hidden talents within our centre. Four exceptional dance groups

participated in the competition and gave their hearts when they performed on and off-stage in traditional and modern dances. Each group received loud cheers and the judges faced a tough challenge to pick a winner. Congratulations to Water Phoenix for winning the grand prize and well done to all the groups who captivated the audience and provided a great deal of entertainment for the night.

It was truly a night full of inspiring performances when our very own SPE Idol, Ken and the other finalists of the 2010 Idol rocked their way through a medley of songs and dance. Games and lucky draws were held at different

intervals including the selection of the best dressed lady and gentleman of the night!

To end the night on a high note, ATG Quality and Comms Manager, Reuben Raj and members of the management team made a toast to everyone… acknowledging the hard work amidst all the challenges faced in the year 2010, giving encouragement and thanks to the people who make the Singapore Artificial Lift center what it is today.

Sincere thanks to the ERC and team led by Reuben and John who invested much time and effort to make the D&D a massive success! What fun lies in store for the next D&D?

Hearts swelled with pride when hundreds of employees filled the ballroom and line danced to the tune of “I Like The Way You Move”.

by Eline Baclig

DINNER &

DANcE

ACHIEVEMENTS

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More photos on the next page

14 Singapore Integration Center | APRIL 2011 ISSUE Singapore Integration Center | APRIL 2011 ISSUE 15

1. Cha…Cha…Cha…

2. Awesome dance move!

3. I like the way you move, Albert!

4. Peace!

5. Glam rock!

6. Bust a move!

7. A smile is worth a thousand words…

8. Cheers!

9. Jason bringing rhymes to d hood!

10. Schlumberger rocks!!!

11. Fun…fun…fun

12. ERC…thank you

13. Water Phoenix…such grace!

14. Freshly cooked food…what more

can you ask for!

15. Brings out the child in you

16. The dancing never stops!

17. Pretty dancing!

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9 10

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16 Singapore Integration Center | APRIL 2011 ISSUE Singapore Integration Center | APRIL 2011 ISSUE 17

Quality, Cost, Delivery (QCD): which is more important? The simple answer is that all 3 are important to customers. If a company is to survive and prosper, it must delight its customers with excellent QCD performance; otherwise our competitors can and will.

Competitive excellence in QCD will ensure business success while failure to do so will lead to a tailspin and eventual disaster in business.

DELIvERy, DELIvERy, DELIvERy!

– A (Dx3) Lss PRojEcT

Feature Article

Business success

Competitive QCD

•Increasedmarketshare

•BetterQCDadvantage

•Betterplant&equipment

•Morecapacity

•Gaininmarketshare

Business Disaster

poor QCD performance

•Lossofmarketshare

•Noneedforexpansion

•Oldplant&equipment

•Furtherlossmarketshare

•BadQCDreputation

Fig 1 Effect of QCD performance

– by David Rowatt

Our customers (end users) have different needs. For many, quality is the primary driver while for others it

is cost. However, during a market upturn, delivery is extremely important. Often times, the company who can supply a string

of equipment the fastest is the one that wins the job. We are in such a market today. The cost and quality of our products

are already competitive advantages for Schlumberger. We must make delivery an advantage as well. The Dx3 project will

provide us the means of doing just that. I’m looking forward to the positive impact this project will have on our internal

operations and more importantly on our ability to serve the needs of our customers better.”

by Dan Kok


n past years, we have spent time improving our Quality and Cost competitiveness. This year, we would like to focus our attention on improving our performance

in Delivery, starting with the DHE Product Line, then moving on to Gas Lift and the Gauge Product Line later.

As such, we have started a LSS Project named Delivery, Delivery, Delivery (Dx3) Project to improve our DHE Delivery performance to our customers, specifically our delivery time, response time and on-time shipment performance.

The sponsor of the Dx3 Project is David Rowatt and the team comprises of representatives from all departments involved with the DHE Delivery Process, namely:

1. Dan Kok Project Manager

2. John Lee Process Owner

3. Chip Ollre & Grace Ling Planning/Inventory

4. Toh CY & Arun R. Customer Service

5. Tan Gek Eng Planning

6. Cynthia Goh & Agnes Cheong Procurement

7. CK Ong & Koh KH Sourcing & Supplier Management

8. Choo TS & Ng BC Manufacturing

9. Ilya Dvoiris & Tiffany Dau Métiers & LSS support

10.Andrew Wilson & Eileen Teo IT & Finance support

The Dx3 Project kicked off in January 2011 and used the DMAIC improvement methodology to seek improvements in the delivery process. The target was to complete the define, measure, analyze activities in Q1, start improving the delivery process in Q2 or as soon as possible and control the improved processes in the second

half of 2011 to achieve progressive and significant improvements in our delivery performance.

The Dx3 Project Team brainstormed the issues relating to the DHE Delivery process and developed the following Supplier Input Process Output Customer (SIPOC) diagram.

To “attack” delivery improvement issues, the Dx3 Project Team formed 7 Sub-Project Teams to improve the following:

1) Quoted Delivery Time to Field2) Response Time to orders from

Customers3) Make Adexa work for ATP and

scheduling4) Eliminate shortages5) Ensure adequate strategic

inventory6) Increase short-term capacity,

internally and externally at suppliers

7) Improve morale of personnel in Delivery process (CS, Planning, Supply Chain)

In summary, the Dx3 Project is critical to total customer satisfaction. It is not good enough to just have good products, high quality and low cost. We need excellent Delivery performance to provide the full QCD competitive advantage to keep and grow our customers.

The Delivery challenge is clear. I call on everyone in SPE to provide their support for this important project. I encourage anyone with ideas or suggestions for delivery improvement to write them up in QUEST and send to me for consideration. Thank you.

Fig 2 Supplier Input Process Output Customer Diagram (SIPOC)

s

suppliers

Requirements Requirements

Input process

I p

outputs

o

Customers

C

Input Boundary

Output Boundary

I

1. Stage machining 2. Cores ready for the mould

1

2


he business in both DHE and GLM is growing strong and expanding. Within the year, we witnessed an exponential increase in shop floor

recruitment activities and we are still in need of new production staff to fill up many of our shop floor positions. These positions include machinists, assembly technicians, welders, maintenance technicians and foundry core/mold makers/deburrers.

IN sEARcH oF suITABLE PRoFILEs, THE EmPLoyEE

REFERRAL scHEmE (ERs) WAs INITIATED AgAIN FoR ALL sPE

EmPLoyEEs To EARN sgD $300.00 FoR REFERRINg A succEssFuL NEW REcRuIT.

This program is applicable to all SPE employees except those in a personnel or recruiting role and management roles like SPE managers and their direct reports.

As with all recruits, we will adhere to normal Schlumberger hiring policies keeping in mind that the company does not normally hire close relatives. In such cases, the Personnel Manager must be notified immediately. It is also a must that referred candidates are Singaporean, PR Holder, Malaysian or S-Pass holder. The employee will receive an incentive of SGD $300.00 per person recruited after six months subject to a condition that the new recruit stays with the company for a minimum period of 6 months and passes the probationary period.

1. Foundry Core / Mold Makers 2. Welder at GLM

21

this is the process for the employee Referral scheme effectively from 7th of March 2011.

1 Potential candidates may either:

a. submit the CV to spe personnel Department via email to: [email protected]; OR b. submit resume via employee to spe personnel Department.

In either case the name of the SPE employee who is referring the candidate must be clearly indicated on the CV, cover letter, or email.

2 SPE employee will be informed once a job offer is made by personnel and is accepted by the new recruit. The referral amount will be paid after successful completion of the 6 months period of the new recruit with Schlumberger.

T

by Li Lu

EmPLoyEE REFERRALPRogRAm

UPDATES


tipsHSE

by Myriam Adoun

Schlumberger Training and Competency passport is a personal record of your QHSE and technical certifications, activities, and contributions.

As AN EMPloyEE, WHAT MUsT yoU do?Ensure that the following information are recorded accurately and kept up-to-date:• Personaldata;• Medicalexaminationsandvaccinations;• Commentarydrives;• Orientationsreceivedwhenvisitingorbeing

transferred to a new location;• ParticipationinLPTorQualitySteering

Committee;• Localemergencyresponseinformation;

Insert in the passport a printout of Quest “My certifications” report and update each time a certification is renewed.

Insert a printout from LMS when applicable.

As A MANAGEr, WHAT MUsT yoU do?Conduct formal reviews of passport with your direct reports annually;

Validate the review with a signature.

The passport is also issued to contractors, requiring high level of control, who do not have a suitable competency assurance system and/or do not have similar document to track QHSE training events and orientation.

QHsE PAssPorT

NEWTRANsFERs

/HIREsPEOPLE

5 NEW HIREs

4 NEW TRANsFERs

Luis parraProject Manager – Gauges

oh shao ChongDfM Engineer

Fraz Ahmad Kharal Electrical Engineer Lee Choon Foong

Treasury AccountantGerald Anthony Rosales Engineering Technician

Mary eline Zaldivar Baclig Marketing and Communications Coordinator

Dzung LeReliability Metier

Made Dewi AriyastiCustomer Service Team Leader

phan Ngoc thanh DauLSS Champion


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