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SEaBoard International Inc.

SEaBoard International Inc. Brent Currie Yasmin Jaber Celeste Thomson Clifford Traugh. Management 602 3/1/2012 Dr. Attaran. The history. Originally called Bakersfield Oil Tool Family owned job shop for oil tools by Irv Duhn in late 1940’s

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SEaBoard International Inc.

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  1. SEaBoard InternationalInc. Brent Currie Yasmin Jaber Celeste Thomson Clifford Traugh Management 602 3/1/2012 Dr. Attaran

  2. The history • Originally called Bakersfield Oil Tool • Family owned job shop for oil tools by Irv Duhn in late 1940’s • Rex Duhn took over the company and took it international • Renamed to Wellhead Incorporated, after the Persian Gulf War • In 2007, Wellhead Inc. was acquired by Seaboard International. • By 2011, Weir Oil and Gas acquired Seaboard International. • Currently known as Weir Seaboard

  3. Products • API Wellhead Products • S-22 Casing Head and Spools • S and SD Tubing Heads • SMB-22 Multibowl • Independent Wellhead Products • Casing Heads: W75, W92 • Tubing Heads: WK, WR, W2F • Accessories: Belled Nipples, Drilling Flanes

  4. products • Specialty Wellhead Products • Communication Slick Joint • Fas Dril Unihead • NW-A and NW-B Casing and Diverter Heads • QDC Quick Lock Drilling Coupling • Q92 Wellhead System • Valves • Series 500 • Series 1500 • Series 1600

  5. Scope of Practicum • The process of receiving and manufacturing the product. • What problems may have caused the relatively high waste rate within the company? • What can be done to assist Seaboard International in reducing these wastes? • Can these waste products be reused in any way before they are wasted?

  6. Non-Conformance Report Data

  7. Pareto Chart

  8. Cause and Effect Chart

  9. Operator Error • Incorrect Tool Offset • Incorrect Edit • Incorrect Program • Incorrect Tool • Incorrect Insert • Operator Not Paying Attention

  10. How Lean can reduce Waste of Capital • Make steel suppliers in multiple sizes • 3 to 4 most common sizes • Continue to order 25 foot sticks for job shop projects. • Implement Just-In-Time Inventory • Less capital tied up in inventory • Less unused material just laying around

  11. How can Lean reduce waste of Time • Less Quality Control inspections • Currently QC is done 5 times • QC of Raw Materials • QC after Raw Materials are cut • QC after Machinist makes part • QC after assembly of machinists parts • QC after testing

  12. How Lean can cut unnecessary steps • Cut Quality Control to 3 steps • Inspection of raw materials • Inspection after machinist makes part • Inspection after testing

  13. Reduction of Defects through Six Sigma • Define- Too many defects coming out of Manufacturing. • Measure- We found that most defects were caused by were operator error. • Analyze- What can be done. • Purchase new machines that require less input from operators. • Purchase Robotic Machines to do the most common manufacturing procedures. • Establish two man teams.

  14. Six Sigma Continued • Improve- Implement one of these options to increase overall quality. • Control- Continuously monitor new techniques to ensure quality has been achieved.

  15. What we chose • Two man teams have the best chance of reducing errors without incurring a huge cost. • The operators can cross check each other’s work. • The dry run can be signed off by two staff members to ensure that it is done every time. • Accountability can be established.

  16. Update • Weir Group Merger • Bakersfield Location Scaled Down • Equipment Moved • Improvements?

  17. Thank you!! Hope you enjoyed the presentation!

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