Innovations™ Magazine October - December 2013

®
A quarterly publication of T.D. Williamson October-December 2013

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www.tdwilliamson.com
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At TDW, we work with our customers to be operationally
ready for the unexpected. Our emergency pipeline
repair system combines planning, preparation and
project management with industry-leading products and
services to assist our business partners in preparing
for and responding to pipeline emergencies.
SmartPlug®Tetherless Isolation Technology
® Registered trademark of T.D. Williamson, Inc. in the United States and other countries. ™ Trademark of T.D. Williamson, Inc. in the United States and other countries. ©
Copyright 2013 All right reserved. T.D. Williamson, Inc.

®Registered trademark of T.D. Williamson, Inc. in the United States and other countries.
™ Trademark of T.D. Williamson, Inc. in the United States and other countries.
© Copyright 2013. All rights reserved by T.D. Williamson, Inc. Reproduction in whole or
in part without permission is prohibited. Printed in the United States of America.
Cover Story: LEGO®
s, Robots, and the Future of the Industry . . . 8
Pairing professionals with students to engage the next generation of engineers,
FIRST® LEGO®League robots battle the fallout of a natural disaster and teach
children how engineering can empower them to shape the world’s future.
Vol. V, No. 4 – October - December 2013
Innovations™
magazine is a quarterly publication
produced by T.D. Williamson.
Editor-in-Chief Jim Myers Morgan
Managing Editor Waylon Summers
Art Director Joe Antonacci
Digital Production Jim Greenway
Ward Mankin
Contributors
Bruce Binkley Hillary Carper
Chris Cloyde Chad Crim
Ashish Deb Jesse Green
Bill Herring George Lim
Ed Maynard Mark Ray
Sharon Roe Julie Simmons
Annie Tomecek Anne Valentin
We Improve. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
President and CEO Bruce Binkley discusses how TDW looks at every challenge
as an opportunity to utilize continuous improvement.
Safety Matters: Rooting Out the Cause . . . . . . . . . . . . . . 5
A systematic approach to identifying the root causes of mission-critical problems.
Faces & Places. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Looking at TDW events and projects from around the globe.
Taking Aim. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Targeting waste and process variation to improve performance and the
customer experience.
Five Questions: D-2000 Closure System. . . . . . . . . . . . . 14
Built for safety, speed and ease of use by a single operator.
TDW on Tour. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Find out where and when you can see TDW technology in person.
T.D. Williamson
North and South America: +1 918-447-5000
Europe/Africa/Middle East: +32 67-28-36-11
Asia/Pacific: +65 6364-8520
Offshore Services: +1 832-448-7200
E-mail: info@tdwilliamson.com
Web: www.tdwilliamson.com
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and mailing address to Innovations@tdwilliamson.com.
Contents

The operator’s timeline was short, affording TDW only five months to plan,
gather resources, and execute one of the world’s largest subsea hot tapping
and STOPPLE® plugging projects. Each phase – preparation, engineering
assessment, fabrication, simulation, mobilization and execution – had to be
carried out to perfection in order to meet the demanding deadline.
After mobilizing equipment from North America, Europe and the Asia
Pacific region, all parties converged to begin the final phase of this massive
project. Huddled on a diving support vehicle off the island of Java, in
Indonesia, TDW technicians were proud and excited to get their equipment
in the water and bring this incredible job to fruition.
Late in the execution phase, our technicians were preparing for a 14-inch
plug setting operation when they noticed a flaw with one of the set pins
on the plug holder. Undeterred, the technicians were able to create a safe
workaround, allowing the job to continue. Further into the job, they
experienced the same flaw on a second plug holder. Again, the skilled
technicians were able to respond adeptly, keeping the project on track.
But two identical flaws on two separate pieces of equipment pointed to a
potential quality issue with the entire batch of holders. Through unwavering
customer commitment and ingenuity in the field, the job proceeded. It was
executed to the operator’s complete satisfaction and under deadline.
We came away from this impressive and successful project having learned a
hard lesson. We made a mistake. Our processes missed something. Rather
than sweep it under the rug or hang the responsibility on an individual, we
chose to investigate, hold ourselves accountable, and discover how we can
eliminate this flaw and any others like it. We learn. We improve.
This process of intense accountability and continuous improvement is not
new to TDW. In fact, it has always been a part of our culture. More recently,
however, we formalized the process and began measuring the gains as part
of our commitment to continuous improvement. The value of this push
has been undeniable. Every time we track down a problem’s root cause or
remove a safety or quality issue, it’s like putting money and time back in the
pockets of our customers.
You can learn how our Lean-Six Sigma Master Black Belt, Chris Cloyde, is
championing the continuous improvement efforts and bringing real returns
to the customers in our feature story, “Taking Aim,” beginning on page 10.
As always, I hope you enjoy all of the articles and information in this issue
of Innovations™ magazine.
Until next time,
4
by Bruce Binkley,
President and
Chief Executive Officer
Innovations | October-December 2013
We came away from this
impressive and successful project
having learned a hard lesson.
We Improve

by Bill Herring, TDW
Corporate Manager HSE
& Mark Ray, TDW Services
Global Quality Leader
SafetyMatters
A systematic approach to identifying the root cause
of mission-critical problems.
Rooting Out the Cause
5
“Why are you late for work?” is a familiar question that generally
receives appropriately pat responses. “Traffic was crazy!” “Oh, the
weather was terrible this morning!” “I got caught at every light!”
Although these answers may contain some truth, they are more
effective at demonstrating our aversion to looking at root causality.
When something goes wrong it’s our self-preserving nature to
deflect responsibility and fixate on the activity directly preceding
the incident. Rarely do we pause, back away from the moment and
assess the greater contributing factors and implications. In taking
this more objective approach, when asked why you are late for work,
you might respond with, “Because I hit my snooze button three
times this morning. Because I was so incredibly exhausted. Because I
stayed up far too late last night watching the riveting new season of
Downton Abbey on Netflix.”
TDW is a complex company discontent with pat responses and
overly simplistic solutions. As it offers a vast portfolio of products
and services, operates multiple international manufacturing plants
and maintains more than 50 service centers around the world,
any one incident has the potential to become globally significant,
impacting the entire company and, ultimately, its customers.
To help identify,
investigate
and eliminate
these incidents,
TDW sought
a methodology
that would allow it to effectively and efficiently drill down to root
causality. And although it already employs powerful continuous
improvement efforts, such as Lean-Six Sigma (LSS), these tools
are not specifically designed for distilling an incident down to an
ultimate why and how.
TapRooT® is a systematic process, software, and training for
discovering the real root causes of problems. It is used by leading
companies around the world to investigate and fix the root causes
of major accidents, everyday incidents, minor near-misses, quality
issues, human errors, maintenance problems, productivity issues,
manufacturing mistakes, environmental releases … in other words,
all types of mission-critical problems.
TapRooT® is not a silver bullet, nor is it as simple as distributing
software and watching the magic problem-solving take place.
TapRooT® is itself a necessarily complex but logical process, utilizing
the latest human performance and equipment reliability technology.
TDW sought a methodology that would
allow it to effectively and efficiently drill
down to root causality.
This means that, like LSS, there is a significant amount of training
invested into TDW personnel to take full advantage of this process.
Once all key personnel are fully trained on TapRooT® and the
process implemented throughout the organization, TDW plans to
achieve a 20 to 25 percent year-over-year reduction in both safety
incidents and quality issues. With the addition of TapRooT®, TDW
is better equipped than ever to eliminate or greatly reduce potential
risks, which transfers directly to its customers in the form of first
time success rates – a job done 100 percent right, 100 percent of
the time. l
TapRooT®is a trademark of System Improvements Inc., which does not sponsor, authorize or endorse this magazine or its content.

1
6
1. Utah, USA / 6-inch MDS
TDW recently launched its 6-inch Multiple
Dataset (MDS) inline inspection tool,
containing Deformation, axial magnetic
flux leakage (MFL) and SpirALL®MFL
(SMFL). This tool, with the various
technologies, weighs only 146 pounds
(66 kg) and is a mere 73 inches (1.85 m)
in length. Accounting for the 6-inch MDS
runs already executed and those currently scheduled, 14 segments and almost 600 miles (970 km) will be
inspected using this technology in its first months on the market.
4. Norway / North Sea Isolation
Although TDW has been a trusted partner for the operator
in other parts of the world, this isolation was TDW’s first
opportunity to showcase its SmartPlug®pipeline isolation tool
and SmartTrack™ remote monitoring and tracking system on
the operator’s North Sea lines. The job involved gauge pigging,
isolation and leak testing of a 20-inch pipeline during repair of
an Emergency Shutdown Valve. The SmartPlug®tool was used
to isolate the pipeline against full line pressure and to leak
test the pipe after the repair works.
3. France /
Lake Isolation
TDW recently
completed an
inline inspection of
a key oil pipeline
network running
through Parentis
Lake, a popular
leisure destination
nestled in the pine
forests of southwest
France. The
inspection program
was carried out on
12 oil production
lines and one oil
transmission line
near Bordeaux, and
was the first time
TDW supplied this
service to Vermilion
REP, a division of
Canadian energy
firm Vermilion
Energy.
2. Scotland / Safety by Remote
TDW hosted a Customer Appreciation Event in Aberdeen
and rolled-out its newest subsea technology, the Clamp
Installation Tool (CIT). The CIT is a remote-controlled
system that makes it possible to install any proprietary
clamp or fitting on subsea pipelines in need of repair or
to prepare for tie-ins to new pipelines. The lightweight
CIT is operated remotely, via topside laptop, by an
experienced technician aboard a platform or a diving
support vessel, enhancing operational safety and
control over clamp installation operations.

Looking at TDW events and projects from around the globe.
7
8. Indonesia / Speed Control
Completing a difficult
vertical launch, the
TDW Indonesian inline
inspection (ILI) operations
team completed a key
integrity inspection using
TDW’s Speed Control
technology (SPC). The
inspection tool was a
26-inch platform with
SPC, GMFL and DEF.
Team members from the
Indonesian ILI Service
Center executed the run,
with the tool maintaining
optimum inspection speed
throughout, achieving 100
percent sensor coverage.
7. Malaysia / Framework Agreement
For the past 12 years, TDW has been supplying pipeline pressure
isolation services to facilitate safe maintenance activities on export
lines and pipeline tie-ins for a major Malaysian operator. As part of a
framework agreement between the two companies, extended in 2012,
TDW, through use of its SmartPlug®isolation technology, has recently
assisted the operator in relieving increasing contact stress between a
gas export riser and platform jacket offshore East Malaysia.
5. Denmark /
30-inch Gas Main
TDW was contracted to assist in rerouting
a 30-inch gas main, in an urban area,
responsible for supplying the majority of
Denmark’s gas. The gas flows in from
an offshore North Sea platform, which is
also responsible for delivering significant
quantities to Sweden. In total, TDW
performed three double-double STOPPLE®
Train isolations to facilitate the move and
to prepare the lines for tie-in.
6. Georgia /
STOPPLE® Train Isolation
As part of a global Pipeline Intervention
and Isolation Agreement, TDW completed
its first-ever STOPPLE®Train isolation
program in the Republic of Georgia. It
was the ideal solution for the operator,
as it was essential to maintain the
utmost safety and speed during valve
replacement. The double seal, combined
with the bleed capability of this unique
system, meant that the line was completely
and safely isolated, and quickly returned to
full operation.
2
3
4
5
6
7
8

12
sets to build autonomous robots. The robots score points on a
thematic playing surface, or Robot Game, as they attempt to
create an innovative solution to a problem.
All teams are led by at least one adult professional, and are
guided by the FLL® Core Values. These values teach participants
that friendly competition and shared gain are not mutually
exclusive goals, and that helping one another is the foundation
of teamwork. The 2013 theme for FIRST® LEGO® League is
“Nature’s Fury.” It uses natural disasters to teach team members
how to prepare, stay safe and rebuild better than before.
The adults and children who appear to be avoiding productivity
are actually hard at play. They’re laying a foundation for solving
problems caused by the natural disasters often faced by TDW
customers, and they are doing it through play with LEGO®s.
The FIRST® LEGO® League (FLL®) uses a robotics program
or children ages 9-16 (9-14 in the United States, Canada,
Mexico) to inspire excitement about science and technology,
and teach them valuable employment and life skills. With
more than 20,000 teams of up to 10 children in 70-plus
countries, FLL® participants use MINDSTORM® LEGO®
8
LEGOs, Robots and the Future of the Industry
Pairing professionals with students
to engage the next generation of engineers.
THE COVER STORY
Hurricanes, tornadoes, earthquakes, floods. When natural disasters strike, why
are TDW engineers turning to children to help them solve customer problems?
®

continued on page 13
9
First FLL®
Pairing
TDW’s initial involvement in FLL® came at the
behest of Ed Maynard, Ph.D., PE, based in Salt
Lake City. Looking first to find a way to spend
more time with his own LEGO®-fanatic son,
Maynard has formed an FLL® team composed of
the children of TDW employees.
Meeting at the state-of-the-art Salt Lake City
facility, TDW engineers work with the children
to share the excitement of problem-solving in
a technological field, using play as the vehicle.
Maynard states, “The children receive clear
benefits from exposure to STEM (science,
technology, engineering and math) thinking and
education, while the engineers are often gifted
with surprisingly novel approaches to a problem.
This dynamic directly influences how TDW views
solving its own customer challenges.” Maynard
adds, “We are also helping our customers satisfy
their future needs for innovative engineering
talent by introducing the best and the brightest
to engineering as a career at an early age, when
their STEM perceptions are being formed. These
children will not solve today’s problems, but we
are equipping them to tackle tomorrow’s.”
LEGO®
s and EPRS
Around the world, T.D. Williamson engineers
agree that in a natural disaster the ability to
effectively and quickly intervene at the location
of damaged infrastructure, while only minimally
affecting other collateral services, is critical. A
company-wide commitment to Emergency
Pipeline Repair Systems (EPRS) allows TDW to
help customers prepare for probable disaster by
focusing on mitigating damage before disaster
strikes, rather than merely reacting afterward.
Maynard sees a strong connection between what
FIRST ® LEGO® League teaches and TDW’s
EPRS. “The toll natural disasters take is obvious
and immediately visible—loss of life, shelter
and possessions. But those disasters also affect
infrastructure, like pipelines, which affects the
transmission of natural gas, making things like
the generation of heat and cooking impossible.”
Maynard adds, “Generators of electricity can be
knocked offline and pipelines that carry refined
products to vehicles can be damaged. These
vehicles may be those responsible for transporting
relief materials, clearing debris or bringing in
construction materials. We need to know how to
minimize the crisis by adequately anticipating and
comprehensively preparing for disaster. FIRST ®
LEGO® League provides students – those with a
curiosity about LEGO®s and how things are built –
CORE VALUES
COME FIRST FOR
ENGINEERS AND
STUDENTS
T.D. Williamson
adheres to three
core values—the
“Three I’s”:
•Integrity means we
build trust by doing
the right things the
right way, all the time.
•Interdependence
means we are
mutually reliant on
each other to achieve
our common goals.
•Initiative means we
see opportunities,
have the courage
to take action and
deliver results.
This works well for
the teams, as FIRST®
LEGO®
League is also
committed to its core
values:
•We are a team.
•We do the work
to find solutions
with guidance from
our coaches and
mentors.
•We know our coaches
and mentors don’t
have all the answers,
we learn together.
•We honor the spirit of
friendly competition.
•What we discover is
more important than
what we win.
•We share our
experiences with
others.
•We display gracious
professionalism
and cooperation in
everything we do.
•We have fun!
Source:
FirstLegoLeague.org
some idea of the skills they will need to
provide their own future solutions, and ultimately
solve problems cast at them by a world outside
their control.”
Solving an Industry-Wide Crisis
TDW Chairman Dick Williamson has long
supported STEM education, advocating to
education decision-makers the importance of
an emphasis on, and ready access to, STEM
programs in school. Increased visibility for STEM
programs helps bring FIRST ® LEGO® League to
more schools; in turn, involvement in FLL® allows
TDW to introduce the students to a top-flight
engineering program, showing them a company
worth considering when the time comes.
Organizers of TDW’s FIRST ® LEGO® League
hope they are doing their part to lessen what
many are calling an impending severe shortage of
engineering talent in the United States and around
the world. “We strongly feel it meets our goals to
support education,” commented Annie Tomecek,
TDW Global Community Relations. “In fact,
this program could be the pilot for our STEM
Signature Program to support STEM education
and careers.”
Maynard’s vision for T.D. Williamson’s continued
involvement with the FIRST ® LEGO® League
program includes building a connection between
FLL® and the company’s two-year Engineering
Development Program (EDP), which offers
a broad range of training and development
opportunities for specially selected, newly hired
engineers. Launched in 2009, EDP participants

Even for a company that works with polyethylene and steel as raw
materials, one of T.D.Williamson’s most important commodities
is still time. Streamlining production – without cutting corners
– creates a marked improvement in efficiency, productivity, and
profits. What’s more, improved workflow ultimately ensures that
customers are happier, too.
That’s why reducing product lead time was among the early
objectives tackled under T.D.Williamson’s continuous
improvement (CI) program, which rolled out in 2011, and is part
of its greater Product Quality Plan (PQP). The results
haven’t taken long to appear. As of October 2013, customers
who order T.D.Williamson’s 4- to 20-inch LOCK-O-RING®
Plus flanges and plugs will receive their orders (on average) in
15 percent of the time it once took. Since July 2013, delivery of
closures from TDW’s India manufacturing facility is nearly 50
percent faster than it was.
These time-saving upgrades are the result of T.D.Williamson’s
systematic shift toward a Lean-Six Sigma (LSS) methodology – a
methodology that is widely respected by companies worldwide
for its ability to help achieve twin goals: better productivity and
greater customer satisfaction.
At T.D.Williamson, the LSS program’s key players are its Green
Belts, Black Belts, and Master Black Belt. For those unfamiliar
with Six Sigma terminology, the “belts” are company employees
who’ve been hand-selected by executive management to become
experts in applying LSS principles to company projects. In
addition, they act as coaches and mentors, helping teams and
business leaders achieve their goals.
Bringing in the Black Belts: T.D.Williamson
adopts Lean-Six Sigma
In less than two years, T.D.Williamson has fully trained 80 of its
employees in Lean-Six Sigma. Of those, 63 are Green Belts, 16
are Black Belts, and one is a Master Black Belt. Green Belts work
in operations, where their training enables them to monitor and
10
GREEN
BELTS
80
LSS
MASTER
BLACK
BELT
BLACK
BELTS
63
16
1
Targeting waste and process variation to improve performance and the customer experience.
Taking Aim
“Even great
businesses can find
ways to improve.”
Master Black Belt
Chris Cloyde
The Essentials of Lean-Six Sigma:
■ Strong customer focus
■ Solid, fact-based data
■ Horizontal process focus
■ Systematic problem solving
■ Striving for perfection
{

maintain grassroots improvements made by the project teams.
Black Belts are responsible for leading high-impact projects while
also coaching Green Belts and mentoring teams. At the top
tier are Master Black Belts, who guide and support Black Belts.
Although the company expects to have 25 to 50 Black Belts
in the future, Chris Cloyde, PE, Lean-Six Sigma Master Black
Belt, says the number of practitioners isn’t as important as where
those practitioners are placed within the company. That’s what
will bring about “broad-based and externally evident benefits for
TDW and our customers.”
Currently, T.D. Williamson’s Black Belts are located in these
business units around the globe:
• Global Manufacturing and Supply Chain (USA and India)
• Finance and Accounting (USA)
• Inline Inspection (USA)
• Hot Tapping Plugging Services
(Poland, Belgium, and Brazil)
• SmartPlug® Operations (Norway)
Among the newest group of Black Belts is Hillary Carper, who
has taken a leadership role in the company’s LOCK-O-RING®
Plus lead time
reduction
project. She was
plucked from the
company’s Tulsa
procurement
team, where she
had worked as a
buyer for about a
year. Like her Black Belt peers, Hillary completed 200 hours of
training to develop her LSS expertise, coordinated through
TDW University.
Serving as a Certified Change Management professional, Carper
admits she didn’t seek out a position as a Black Belt. But her
enthusiasm for her relatively new role is unbridled.
“I appreciate that every day is interesting and different,” she says.
“I’m grateful to be in a position to have a positive effect on the
company’s global business, an effect on its bottom line. It’s very
rewarding to say, ‘I saved my company such-and-such dollars.’”
Carper says one of the best parts of her Black Belt certification
is that it gives her more opportunities to interact with
customers. For example, her work on the LOCK-O-RING® Plus
project exemplifies what the company calls listening to the Voice
of the Customer.
“T.D. Williamson is one of the most trusted pipeline solutions
companies in the world. We have the statistics and customer
information to substantiate that,” Carper says. “But we heard that
we weren’t always on time.”
To develop a solution, Carper worked with a cross-functional
team that included people from the company’s global
manufacturing and supply chain, as well as the planning,
scheduling, engineering, quality control, and supplier quality
functions.
It didn’t take long for Carper and the rest of the team to identify
the source of the holdup. Although the flange component of
the two-piece LOCK-O-RING® Plus product was consistently
manufactured on time, supply chain issues at the India facility
that produces the plug component were delaying delivery.
The next step was to conduct a high-level analysis of how to fix
the problem. To cut down on the shipping delay in India, the
team examined several alternatives, such as moving manufacturing
to Tulsa or purchasing the plug from an outside vendor.
By aligning it’s supply chain to the customer’s needs, the TDW
team brought everything into lockstep.
Although the implications to the company are still being
calculated, Carper says that the kind of thinking that went into
the lead time reduction project is being instilled throughout
T.D. Williamson.
“We’re fundamentally changing the business around a product
or process. Things are faster, safer, and higher quality,” she says.
DMAIC: Transforming “practical problems”
into data-driven answers
11
“Things are faster, safer,
and higher quality.”
Black Belt Hillary Carper
Better
Quality
$$$
Lean
Improves flow
to meet customer
requirements by
eliminating
waste within
processes
Six Sigma
Eliminates
defects and
generates
predictable
output by reducing
variation of key
input variables
AccuracySpeed
Better
Delivery
Satisﬁed
Employees
Satisﬁed
Customers
Continuous
Improvement

12
When Carper mentions “high-level analysis,” she’s referring to
one of the steps in a problem-solving method common to many
companies: DMAIC. The framework for process improvement,
DMAIC is shorthand for Define – Measure – Analyze –
Improve – Control.
For Black Belt Ashish Deb, the DMAIC methodology was the
key to resolving on-time delivery and lead time reduction issues
for the closure product line manufactured at T.D. Williamson’s
Savli, India, plant. In addition to boosting customer satisfaction
by reducing cycle time, he says his cross-functional project
team uncovered ways to better use available resources. They also
generated cost savings by eliminating late shipments and
holding inventory.
According to Deb, the team entered the project believing
that late delivery of raw material was the main reason for the
delays. It’s true that the forging vendor was missing deadlines
as well. However, by utilizing a data-driven process, Deb’s team
uncovered additional causes, many of them planning-oriented
and well within the company’s control.
Those problems included committing to delivery schedules
shorter than standard lead times would allow; slowdowns in
issuing vendor purchase orders and approving vendor quality
assurance plans; and insufficient means of monitoring and
tracking of orders and task completion.
Deb’s team was composed primarily of Green Belts. Not only
were they equipped with LSS knowledge, but they brought
with them hands-on experience from the company’s
procurement, manufacturing, and customer service departments.
As a result, the group could be more realistic about the concerns
and the solutions.
Today, a multi-faceted improvement program
has significantly reduced lead times.
On-time delivery is approaching
T.D. Williamson’s 90 percent standard.
Aspects of the plan included:
• Eliminating the waiting time
for releasing purchase orders
• Developing a system for
monitoring sales order status
• Defining the shortest delivery
date that can be committed to
• Crafting a sound supply-
replenishment strategy
• Creating an agreement with the
supplier to significantly reduce
closure forging lead time
In a project summary, Deb praised the
DMAIC process with giving T.D. Williamson
a direction and focus that can drive
great results in terms of process
improvement and eliminating waste.
“The team learned how to transform
a practical problem into a statistical
problem, then brainstorm for a practical solution and see a
change through statistical analysis,” he says.
“We ask ourselves,‘Are the dials moving on the
dashboard?’”
T.D. Williamson is a market leader, a company with a long track
record of innovation and success. So what was the motivation to
embrace a program like continuous improvement?
According to Master Black Belt Cloyde, even great businesses
can find ways to improve, such as formalizing ways to identify
customer concerns and standardizing work to eliminate
defects. Through continuous improvement efforts, the
company’s performance is more predictable. The customer
can expect the same high level of response with every
T.D. Williamson interaction.
“We’ve been a market leader for some
time,” Cloyde says. “But as we grow
globally, we’re seeking new levels
of performance. Continuous
improvement is one of the vehicles
that can take us there.”
Carper concurs.
“We’re seeing exponential global
growth in our business. CI will help
us keep up with growth. It allows
us to work smarter and to establish
processes that help us get out of the
‘that’s the way we’ve always done it’
pattern,” she says.
That’s why CI efforts are championed by
company president and CEO Bruce Binkley and
his executive team. In fact, 61 percent of the company’s
business leaders, 28 percent of its professionals, and 15 percent
of supervisors have completed an introduction to LSS training.
Those figures aren’t far behind the statistics achieved by Best in
Class organizations. In other words, T.D. Williamson has made
big strides in little more than two years.
LSS Training Completed by TDW
Define
Project
Product
Establish
Team
Indentify
Quality
Features
Develop
Control
Plan(s)
Establish
Verification
Process
Implement
Go Live
Establish
Measurement
Process
Develop Work
Instructions/
Standards
PQP
Continuous
Improvement
61% of TDW
business leaders
28% of TDW
professionals
15% of TDW
supervisors
Continuous improvement
is an essential step
in T.D.Williamson’s
Product Quality Plan.

13
receive an in-depth introduction to TDW history, culture and
core values, and then rotate through a variety of disciplines,
including sustainable engineering, operational engineering, and
research and development.
Maynard has two specific goals in mind. “First, I’d like to see EDP
participants become involved in mentoring these young, aspiring
engineers. Nothing makes you understand an engineering topic quite
as well as having to explain it to a 9-year-old. Second, this is the perfect
opportunity to teach young engineers how to be brave enough to take
a novel approach to problem-solving in the field.” Maynard continues,
“Because we are scientists, we know what works, and we like to use
what we know will work. There’s a lot of excitement and energy in
finding new ways to solve old problems, and FLL® forces you to think
about solving problems with an entirely new set of tools—LEGO®s.
That’s the greatest part of the whole program!” l
LEGO®s, Robots and the Future of the Industry continued from page 9
FLL®teaches children how engineering empowers them to shape the world’s future.
How does the company know what CI success
looks like?
“We ask ourselves, ‘Are the dials moving on the
dashboard?’” Cloyde says.
And to date, many of the needles are shifting in the
right direction.
Consider the reduction in product escapes.
A product escape refers to any time a product leaves a
manufacturing facility and, in some way, something is
amiss. That can mean the quality is off, the quantity is
wrong, or it’s been shipped to the incorrect location.
Year-to-date 2013 over 2012, globally T.D. Williamson
has achieved reductions in:
• Total complaints: Down 28 percent
• Total escapes: Down 40 percent
• Non-conformance: Down 45 percent
• Cost of poor quality: Down 25 percent
“At every level of our organization, we are striving to
become a data-driven company, which will help us
make better decisions and gauge true performance,”
Cloyde adds.
Toward a culture of continuous improvement
Moving forward, T.D. Williamson will continue
to embrace a culture of quality and continuous
improvement throughout its global business. The
mentoring environment will expand. Green Belts, Black
Belts, and Master Black Belts will continue to learn from
their customers, helping teams take aim at waste and
process variations to improve performance and the
customer experience. l
Total
Complaints
28%
Total
Escapes
40% Non-
Conformance
45%
Cost of
Poor Quality
25%
LEGO®is a trademark of the LEGO® Group of companies which does not sponsor, authorize or endorse this magazine or
its content. FIRST®and FLL®are registered trademarks of The United States Foundation for Inspiration and Recognition
of Science and Technology, which does not sponsor, authorize or endorse this magazine or its content.

14
In each issue of Innovations™
magazine, we answer a handful of questions
about one of the innovative products or services offered by T.D. Williamson.
on the D-2000 Closure System
For more information, call +1 918-447-5400 or visit www.tdwilliamson.com
What is the D-2000 Closure System?
A launcher and receiver closure system built for
speed and ease of use by a single operator, the D-2000 is
the reliable solution for small (4-inch) to large-diameter
(48-inch and above) applications, with an innovative O-ring
design that provides positive sealing and a pressure warning
lock for added safety.
What makes it a system?
The D-2000 Quick Closure System is more than just a closure.
It is composed of three major parts. First, the physical closure.
Second, the Field Maintenance Kit. This portable and convenient
kit includes all of the necessary O-rings, tools and lubricants to
quickly and easily execute O-ring replacement in the field. It also
helps ensure an overall reduction in downtime. Third, extensive
customer training.
What kind of training is provided?
TDW ensures that its customers have multi-format training,
including hands-on experience operating the closure in the field.
It brings its customers up to an expert level of competency,
removing confusion and fear, while greatly increasing safety.
Additional training is provided for the maintenance of the
closure, ensuring maximum return on
investment by significantly extending the life
of the closure.
Is it actually safer?
The D-2000 closure is equipped with a pressure warning
lock, in accordance with UG-35 of ASME Sect. VIII, Div. 1, to
alert the operator to the existence of internal pressure prior to
opening the closure. In addition, the clamp cannot be opened
without completely removing the pressure warning lock screw.
Conversely, the clamp must be fully closed in order for the
pressure warning lock screw to be inserted through the aligned
holes in the locking bars and threaded into the bushing. Lastly,
because the design intentionally places the operator to the side
when opening and closing the pressure warning lock, clamp
ring and door, the D-2000 is safer to operate than closures that
require the operator to stand in front of the door.
How does it seal?
The large, cross-sectional diameter O-ring, located on the
periphery of the D-2000 closure’s barrel collar, provides
positive sealing, as well as protection from damage by tools,
pigs or debris. l

Mark your calendars to see TDW technology in person.
Do you need to optimize your pipeline throughput, integrity, safety and
service life? If so, join us at one of these upcoming industry events.
TDW experts will be on-hand to hear your challenges and assist you in
finding or developing the right solution.To learn more, visit our booth or
register for a customer event in your corner of the globe.
TDWonTour@tdwilliamson.com
NOVEMBER 2013
5-7 Deepwater Operations,
Galveston, Texas, USA, Booth 622
18 TDW Thailand Grand Opening,
Rayong, Thailand
19-21 Oil Gas Turkmenistan,
Ashgabat, Turkmenistan
20 PPSA Operational Pipeline Pigging Seminar,
Aberdeen, Scotland
20-22 2nd International Conference and Exhibition on Logistics,
Transportation and Distribution of Hydrocarbons,
Leon, Guanajuato, Mexico
JANUARY 2014
28-30 Marcellus-Utica Midstream,
Pittsburgh, Pennsylvania, USA
30 FFU Seminar,
Sola, Norway
FEBRUARY 2014
10-13 Pipeline Pigging Integrity Management Conference,
Houston, Texas, USA, Booths 120/122/124
19-21 International Pressure Equipment Integrity Association,
Banff, Alberta, Canada, Booth 4
MARCH 2014
4-6 Subsea Tieback
San Antonio, Texas, USA, Booth 1933
9-13 NACE Corrosion,
San Antonio, Texas, USA, Booth 2621
17-19 Southern Gas Association Spring Conference and Expo,
Columbia, South Carolina, USA
24-27 Gastech,
Seoul, South Korea, Stand A180
25-28 OTC Asia,
Kuala Lumpur, Malaysia
30-1 CGA National Conference,
Vancouver, British Columbia, Canada
APRIL 2014
2-4 DUG Bakken and Niobrara,
Denver, Colorado, USA
8-10 MCE Deepwater Development,
Madrid, Spain
10 ASME Plant Engineering, Inspection and Maintenance Trade Show,
Pasadena, Texas, USA
22-25 Western Energy Institute Operations Conference,
Indian Wells, California, USA

Innovations™ Magazine October - December 2013

Innovations™ Magazine October - December 2013

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