JOB SCOPE: SCAFFOLDING
DURATION : MARCH 2007 – DECEMBER 2008
Nomad Engineering has successfully completed the offshore work of EPCIC of BO-A Central Processing Platform (CPP) Topsides and EPC of BO-A CPP Jacket Substructure and Remote Flare System. It was an achievement for the branch for overcoming some challenges faced by Nomad’s scaffolding team.
One of the many challenges involved related to the team facing lack of competent scaffolders to execute work during its peak time. Immediately the branch organized a training course for competency and upgraded 20 scaffolders into competent scaffolders. Besides organizing the training course, a good rapport with the client’s and the main cons HSE personnel gave them an advantage to tackle the issue of lack of competent scaffolders smoothly without going through a stop work situation.
Another problem they encountered as the work load increased during the peak time, was the communication between the main con’s project management team (PMT) and nomad’s PMT were under strain and stress. To overcome and trouble shoot this issue of pin pointing at each other that request has been made and no action has been taken by our PMT, Nomad came up with a JOB REQUEST and FOLLOW –UP sheet, where by the main con’s PMT has to sign and note the date the job was requested and nomad’s PMT would commit for a duration when the job would be completed.
Men working at the module’s topside were exposed to danger in many forms. There were no proper barricades in the ‘opening’ of scaffolding floors. For every unsecured and unauthorized opening, nomad’s team was blamed and held responsible, and often, the opening was done by other sub-contractor to expedite their work. These openings are done without informing the nomad’s scaffolding team.
Nevertheless, to overcome this problem which involves safety for men working at the topside, a meeting was held between Nomad Engineering, the Main Con and Client’s HSE personals. It was agreed during the meeting that every opening should be authorized by the PTW coordinator by an opening permit. The opening permit should be applied by the sub-contractors who wants to do any activity at that stipulated area by creating an opening. The opening permit should be produced before nomad’s PMT and only then the nomad’s team will proceed to do an opening with proper barricade at the requested area. After the work been completed, the sub-contractor have to close the permit by requesting and informing Nomad PMT to close back the opened area by securing it as a safe place to work.
This was a great success in controlling unauthorized opening by men from other discipline, which eventually lead to a safe working area. The whole project’s safe man hour achieved was 6.9 million and with only 22 incidents. It was a great success from HSE’s perspective.
Commenting on the project, Nomad’s Jeyakumaaran said: “Our experience and expertise in scaffolding problem-solving enabled us to find a solution that could deliver the required results with minimum time requirements.”
One of the many challenges involved related to the team facing lack of competent scaffolders to execute work during its peak time. Immediately the branch organized a training course for competency and upgraded 20 scaffolders into competent scaffolders. Besides organizing the training course, a good rapport with the client’s and the main cons HSE personnel gave them an advantage to tackle the issue of lack of competent scaffolders smoothly without going through a stop work situation.
Another problem they encountered as the work load increased during the peak time, was the communication between the main con’s project management team (PMT) and nomad’s PMT were under strain and stress. To overcome and trouble shoot this issue of pin pointing at each other that request has been made and no action has been taken by our PMT, Nomad came up with a JOB REQUEST and FOLLOW –UP sheet, where by the main con’s PMT has to sign and note the date the job was requested and nomad’s PMT would commit for a duration when the job would be completed.
Men working at the module’s topside were exposed to danger in many forms. There were no proper barricades in the ‘opening’ of scaffolding floors. For every unsecured and unauthorized opening, nomad’s team was blamed and held responsible, and often, the opening was done by other sub-contractor to expedite their work. These openings are done without informing the nomad’s scaffolding team.
Nevertheless, to overcome this problem which involves safety for men working at the topside, a meeting was held between Nomad Engineering, the Main Con and Client’s HSE personals. It was agreed during the meeting that every opening should be authorized by the PTW coordinator by an opening permit. The opening permit should be applied by the sub-contractors who wants to do any activity at that stipulated area by creating an opening. The opening permit should be produced before nomad’s PMT and only then the nomad’s team will proceed to do an opening with proper barricade at the requested area. After the work been completed, the sub-contractor have to close the permit by requesting and informing Nomad PMT to close back the opened area by securing it as a safe place to work.
This was a great success in controlling unauthorized opening by men from other discipline, which eventually lead to a safe working area. The whole project’s safe man hour achieved was 6.9 million and with only 22 incidents. It was a great success from HSE’s perspective.
Commenting on the project, Nomad’s Jeyakumaaran said: “Our experience and expertise in scaffolding problem-solving enabled us to find a solution that could deliver the required results with minimum time requirements.”
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