company BW LPG leads the world with its fleet of liquefied gas carriers. On the
‘BW Gemini’, MAN Energy Solutions converted the first two-stroke engine to
run on liquefied petroleum gas (LPG). Colleagues in PrimeServ Retrofits and Low
Speed R&D/Engineering had 14 months for development of the engineering
packages, production and shipping the components to China, conversion of the
engine, installation of the gas systems, and testing and commissioning the
vessel. We met the project manager and team members to talk about cooperation
on this mammoth project.
MAN People: As
the project manager, what steps did you take to ensure success?
Rasmus Kristensen: :
We described all the processes involved in a retrofit project transparently in
order to make clear what each department was to contribute to the project. We
also involved our MAN PrimeServ colleagues in China and Korea at an early
stage as they had an active role. MAN PrimeServ China provided the
superintendents for both installation and commissioning, while
MAN PrimeServ Korea took care of the vessels after delivery. Together with
the IGCs and other departments, we have created a very good basis for carrying
out successful retrofits in the future.
Eske Bach Kjeldal: The
early involvement of all the partners made it possible to use our internal
experience and knowledge. As a result, we were able to integrate practical
experience in the design. In particular, we benefited from the single point of
contact with the various departments. This meant that there was no need to know
exactly who has what skills internally.
the practical challenges of ordering parts for a retrofit of this order of
Susy Therkelsen: Owing
to the tight schedule, we began ordering cylinder covers and other parts with a
long lead time while the design was still being revised. A redesign was
necessary following a prototype test. A number of pipes had to be redesigned
during installation on board. At this point, good communication was absolutely
vital in ensuring that we could keep track of which orders had to be updated
and which canceled.
design department, you normally supply drawings to licensees on the other side
of the world. How did having your customers on the same corridor change your
Nicolai Fog-Møller: We consciously chose to treat PrimeServ as our customer. We described our
processes in such a way that everyone knew what to do.
Jacob Carstensen: It
was no walk in the park, though. We first had to explain to our PrimeServ
colleagues how to read our drawings. We came a long way, but it is apparent
that there is still room for improvement in our internal processes.
down silos is a key discussion topic at MAN ES. Was it relevant in the
case of the BW retrofit project?
Lea Lassen: We
like to think that the structure of our supply chain is completely logical, but
we realized that it is not comprehensible for the whole organization. We
therefore set up a central contact point early on in order to provide Rasmus
and Eske with the necessary information.
do you personally take from this project?
Andrea D. Fledelius-Gehrke: We
all developed respect and a certain amount of humility after learning and
understanding how other departments work.
Link to the interview with Pontus Berg
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