How can companies turn data into more accurate predictions, and process improvements?
In the drilling industry we utilise data to enable predictive maintenance. Predictive maintenance techniques are designed to help determine the condition of in service equipment in order to estimate when maintenance should be performed. Such an approach delivers significant cost savings over traditional routine or calendar-based preventive maintenance (as tasks are only performed when warranted). Ultimately it is a technique that uses data analysis tools and techniques to detect anomalies in the equipment and possible defects in equipment enabling us to fix / repair prior to failure occurring.
Within the supply chain data cleansing is continuing to develop at rapid speeds with some researches indicating data accuracy is increasing at a speed of x 10 times each year. At Maersk Drilling we have been on a significant data cleansing drive across the organisation over the previous years. Data cleansing is not limited to parts data, but also employee & supplier data therefore the challenge at MD was to identify if there were any synergies to cleanse the various data sets. Synergies were identified and the data sets cleaned which was key for us to develop algorithms to capture the value of the data. The output of the algorithms enables automatic reporting, viewing of clear purchasing trends, development of “hands free procurement” to standardise process and reduce HC’s. Facts: we have been able to report on Tier 3 Emission reduction through consolidated logistical shipments, reduced 10 FTE’s etc.
What are the challenges of cost-saving while still staying flexible to adjust to the market changes?
In MD we have really focused on standardisation, the development of building blocks and rolling out a continuous improvement team which we implemented to lower our operating costs, standardise and enable scalability, (as we react to market changes). Lowering our overall operating costs is a primary driver and cost savings will not be achieved in the first years (through increased transformational costs) however, significantly reduced operating costs are expected to be delivered from year 3 onwards. With significant increases in market activity (which have happened earlier than expected) we have faced a number of challenges to stay the course with our transformational activities and maintain business continuity. Navigating the uptake in business activity has been managed through strong cross-functional collaboration, strengthening communication and engaging the entire organisation to support the transfer of business knowledge / acumen.
What does the future hold for the drilling industry? Will technological advances ensure resilient supply chain?
Within the drilling industry supply chain planning is of critical importance to ensuring a resilient supply chain. The industry now does not typically operate in a standardised manner, to provide context we have had one Drill Ship operating in 4 countries (Malaysia, Korea, Gabon, Timor Lester) in the space of 9 months. From a sustainability perspective this activity has resulted in a lot of vessel and personnel logistical challenges in addition to setting up operations in each of these countries. In addition we are preparing for commencing the operation of another Drill Ship in Brazil. Without the use of digital tools to plan the supply of equipment & personnel we simply would not be able to establish and support operations. The automation of tasks through digital tools (Coupa, ISN, RPA’s) drives efficiency gains through standardisation and enables our employees to utilise historical data points to make smarter decisions.