The Concept of Floating Shipyard

2021 ◽  
Author(s):  
Ahmed Samir Ghowel
Keyword(s):  
Oil And Gas ◽  
Talent Management ◽  
Environmental Legislation ◽  
Front End ◽  
Backbone Structure ◽  
Dry Dock ◽  
Market Needs ◽  
Conceptual Study ◽  
Marketing Teams ◽  
Balanced Solution

Abstract Shipyards are known as a land-based facility that ships steer to for docking and repair. This study represents an introductory conceptual study for a new principle of developing a Floating shipyard: changing the phenomena of a fixed site shipyard into a self-propelled floating shipyard. This Floating Shipyard can travel and conduct dry-docking activities at the client's location or even lift the client's vessel and travel to the F-Yard extension, taking advantage of having comprehensive repair or conversion. The arising challenges to this floating shipyard, such as lay-offs, restructuring, and environmental legislation, requires a balanced solution. The solution of all this relies on adapting talent management and competitive production tools during this massive undergoing change in its backbone structure. The Floating shipyard, here named "F-Yard", changes the mindset of dry-dock. This is because F-Yard travels to the client's location or is capable of pick the client's unit nearby the cargo destination, where it can complete the required dry-dock or repair. The cutthroat advantage of the F-Yard comes from self-propelled, where the other approaches depend on others for mobilizing and anchoring from one location to another. In addition, F-Yard could serve other industries, due to its fully equipped workshops, that able to serve different market needs such as oil and gas and renewable energy...etc. These open the door for a variety of business scope. F-Yard depends on front-end engineering and marketing teams to optimize its route and sort the supply chain requirements.

Floating Shipyard: Drydock during the ship’s voyage

2021 ◽  
Author(s):  
Ahmed Samir Ghowel
Keyword(s):  
Oil And Gas ◽  
Talent Management ◽  
New Principal ◽  
Front End ◽  
Backbone Structure ◽  
Dry Dock ◽  
Market Needs ◽  
Conceptual Study ◽  
Marketing Teams ◽  
Balanced Solution

Shipyards are known as a land-based facility that ships steer to for docking and repair. This study represents a basic conceptual study for a new principal of developing a Floating shipyard: changing the phenomena of a fixed site shipyard into a self-propelled floating shipyard. This Floating Shipyard capable to travel and conduct drydock activities at the client's location or even can lift the client's vessel and travel to its next designated location, taking advantage of completing the dry dock and repair during the voyage. The arising challenges, to this floating shipyard, such as lay-offs, restructuring, and environment legislation requires a balanced solution. This solution, of all this, relays on the adaptation of talent management and competitive production tools, during this huge undergoing changes in its backbone structure. The Floating shipyard, here named "F-Yard", changes the mindset of dry-dock. This is because F-Yard travels to the client's location or capable of pick the client's ship towards the cargo destination, where it can complete the required drydock or repair. The cutthroat advantage of the F-Yard comes from self-propelled where the other approaches depend on others for mobilizing and anchoring from one location to another. Plus, F-Yard could serve other industries, due to its fully equipped workshops, that able to serve different market needs such as oil and gas and renewable energy...etc. These open the door for a variety of business scope. F-Yard depends on front end engineering and marketing teams to optimize its route and to sort the supply chain requirements.

Executives’ Decision Processes at the Front End of Major Projects: The Role of Context and Experience in Value Creation

2020 ◽  
pp. 875697282097722
Author(s):  
Denise Chenger ◽  
Jaana Woiceshyn
Keyword(s):  
Value Creation ◽  
Oil And Gas ◽  
Decision Processes ◽  
Strategic Decision ◽  
Decision Context ◽  
Front End ◽  
Risk Approach ◽  
Multiple Case

The front end of projects is strategically important; yet, how project concepts are identified, evaluated, and selected at the pre-project stage is poorly understood. This article reports on an inductive multiple-case study of how executives made such decisions in major upstream oil and gas projects. The findings show that in such a high-risk context, often an experienced executive makes these decisions alone and he creates value by facilitating growth. We identified three value-creating decision processes that varied by the executives’ risk approach and decision context. These processes depart from the formal project management prescriptions and the strategic decision-making literature.

A Framework to Support the Optimization of Modularized Oil and Gas Structures

2018 ◽  
Author(s):  
Vincenzo Castorani ◽  
Paolo Cicconi ◽  
Michele Germani ◽  
Sergio Bondi ◽  
Maria Grazia Marronaro ◽  
...  
Keyword(s):  
Lead Time ◽  
Oil And Gas ◽  
Steel Structure ◽  
Steel Structures ◽  
Modular System ◽  
Test Case ◽  
Plant Design ◽  
Conceptual Study ◽  
A Current ◽  
Gas Plants

Modularization is a current issue in the context of plant design. A modular system aims to reduce lead time and cost in design phases. An oil & gas plant consists of many Engineered-To-Order solutions to be submitted and approved during the negotiation phase. In this context, design tools and methods are necessary to support the design life cycle from the conceptual study to the detailed project. The paper proposes an approach to optimize the design of modularized oil & gas plants with a focus on the related steel structures. A test case shows the configuration workflow applied to a modular steel structure of about 400 tons. The modularized layout has been optimized using genetic algorithms. A Knowledge Base has been described to support the configuration phase related to the conceptual design. Design rules and metrics have been formalized from the analysis of past solutions.

The Back End of Open Innovation

2019 ◽  
pp. 67-85
Author(s):  
Henry Chesbrough
Keyword(s):  
Open Innovation ◽  
Management Practices ◽  
Innovation Process ◽  
Talent Management ◽  
Business Units ◽  
Front End ◽  
Compensation Systems ◽  
Valley Of Death

There is a Valley of Death inside many organizations, between the innovation managers and the business units of the company. This internal valley results from human, organizational, and structural bottlenecks that impede the flow of knowledge from the laboratory to the market. A powerful example of these bottlenecks surfaced in recent research at NASA. Four companies’ practices for managing these bottlenecks are discussed: SAP, Intel, EMC, and Royal Bank of Scotland. Companies must approach these bottlenecks with care, and examine their compensation systems, their funding processes, and talent management practices, to connect the back end of the innovation process to the front end of that process.

Green talent management to unlock sustainability in the oil and gas sector

2019 ◽  
Vol 229 ◽  
pp. 850-862 ◽  
Author(s):  
Bhaskar B. Gardas ◽  
Sachin Kumar Mangla ◽  
Rakesh D. Raut ◽  
Balkrishna Narkhede ◽  
Sunil Luthra
Keyword(s):  
Oil And Gas ◽  
Talent Management ◽  
Oil And Gas Sector

Environmental Protection Management in INA

2002 ◽  
Author(s):  
Svea Svel-Cerovecki
Keyword(s):  
Environmental Protection ◽  
Management System ◽  
Oil And Gas ◽  
Iso 14001 ◽  
Oil Refining ◽  
Environmental Legislation ◽  
Environment Management ◽  
Oil And Gas Exploration ◽  
The Republic ◽  
Insight Into

INA-Industrija nafte d.d., is one of the largest companies in the Republic of Croatia. Its principal activities are oil and gas exploration and exploitation, oil refining and processing, oil and gas transportation and sale of fuels and associated products. Such a type and scope of activities requires a major responsibility and a systematic approach to planning, implementing and monitoring the environmental protection. In 1998 INA management adopted so called “green” documents for the purpose of improving the environmental protection activities: “Decision on establishing an integral environment management system” and “Environmental protection policy declaration”. The system implementation activities are under way and four organizational units of INA have obtained ISO 14001 certificate for the successfully implemented environment management system. This paper provides an insight into INA’s environment impacts as well as information about the performed environmental protection management activities and achievement of sustainable development. The attention is drawn to the way company’s units carry out their activities to comply with the current environmental legislation. The information is also provided on INA’s way to participate in national eco-projects and cooperation with international institutions in order to achieve eco-efficiency. Following the requirements according ISO 14001, as well as by major investments, INA contributes to the environmental improvement on local, regional and global levels.

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