Stampede’s a significant part of our growth for Hess but most notably, it’s a great demonstration of our ability to deliver on complex deepwater projects.
The value that Stampede represents is hugely important to our future portfolio. So, really, the big problem we’re trying to solve is how do we create more value from Stampede every day.
Lean manifests itself in a number of different ways. At the team level, you come to our war room, and you'll see dashboards galore on the walls. I think we also see it at the contractor level. We’ve had some very positive dashboards that we’ve seen on many of the contractors. We’ve driven that behavior down into the contractor market, and they’ve been very receptive to it.
We’ve got open lines of communication between all parties. Really the team is one. We’re integrated.
It’s in those teams actually coming together where the big value’s actually created. So everything happens from an element of safety, everybody’s focused on the same deliverables from a safe standpoint, from a quality standpoint, making sure the long-term delivery is showing up. It’s in that interface, in that integration, if you will, of the team that makes the difference.
One great example of how we’ve applied Lean in Stampede is on the drilling completion side of the business. Here we’ve brought in our partners, and working together in Lean implementation on Stampede.
The Lean Stampede drilling and completions project is designed to get our key suppliers working together as a team. We want to identify the white space or handoffs between each one of those suppliers and eliminate the waste between it. The idea is that we want to set the new industry standard for wells drilled in deep water in the Gulf of Mexico, and we want them to work as a team.
Lean is about delivering with safety, quality, on-time and within budget, but also work should be easier for us.
The blast wall is a great example of applying Lean elements to solve a potential problem. We took the blast wall components, and we assembled them inside of a shop to get out of the environment. It was safer for everyone involved in the operation and minimized the effects of the atmosphere and environment, so we minimized the amount of quality repairs we had. We estimate approximately two months with all of the rain we incurred were saved by building this in the shop.
We’re looking for waste — we’re finding ways to eliminate waste, to find improvements, to gain efficiencies. And these are things that can be done in offshore as well. Again, Lean is not just about a manufacturing process, it can be applied to major projects, single-type projects, like for Stampede as well.
In some ways right now, Stampede— from a delivery standpoint—is well ahead of most all projects of this scale and scope levered in the deepwater Gulf of Mexico. And it’s something that the team, everybody involved in the project can be proud about or be very excited about.