With global operations requiring simultaneous operations and skilled teams in 200 countries, ramping up operations in new markets efficiently or rapidly remained a challenge. Each new exploration project came with obstacles spanning deployment, local knowledge acquisition, learning curves, trial and error, applied learnings, logistics, relocation, language barriers, and geographical/political barriers. COVID-19 dramatically increased the challenges globally due to travel restrictions, quarantines, office and worksite social distancing, and risk management. Stakeholders felt apprehension about launching the global remote center while undertaking a new venture. Introduction of new technology and processes, building leadership and SME teams, capturing tribal knowledge, and fear of job loss hampered the project.
Assembled a powerful, cohesive team of SMEs and industry thought leaders. Conducted technology research, re-engineering, and implementation with strategic technology partners. Designed operating procedures and educated stakeholder teams on implementation and rollout strategy. Established faith in teams consisting of more than 30 engineers and 200 supervisors, managers, and executives. Within six months, converted all exploration operations (30 projects) in Argentina and the U.S. to use the automated systems. Established a center of excellence to capture data for rapid distribution across all global operating units.
Both US and Argentina divisions experienced operation efficiencies, driving record-breaking project completion time of 30% and cost savings of $800,000. The automated mechanical processes increased efficiency $17.28 million in savings yearly across 30 operations, estimated at $70 million in total direct annual savings. The program also led to a 30% reduction in recordable safety incidents, four FTE reduction, and less travel to and from projects.