| Abstract |
Mighty River Power, one of New Zealands largest power generating State Owned Enterprises (SOEs), is undertaking a major geothermal power expansion program with the aim of adding 400MW of new generation by 2013. This program includes the development of the 90MW Kawerau powerstation which was completed in August 2008 and the 130MW Nga Awa Purua (NAP) powerstation which is on track for completion in early 2010.These projects are being undertaken on a ‘fast-track’ basis with the total program duration for design, consenting, construction and commissioning activities (for each project) to be completed within two years. This paper primarily focuses on the power generating facility (PGF) developed within the ‘fenced’ boundary. Both PGFs have been undertaken by the same contracting team. This is led by the engineering, procurement and construction (EPC) contractor, Sumitomo Corporation (SC) of Japan with ‘technical leadership’ and the supply and installation of the generating and process equipment subcontracted to Fuji Electric Systems Ltd (FES) also of Japan. Hawkins Construction (HC) of New Zealand is the ‘on-shore partner’ responsible for the design and construction of the civil, structural, architectural and building services elements of the projects. The relationship between the three companies is governed by a ‘project agreement’ which reflects the need for close collaboration in order to safely complete the plant to the required quality standard ahead of schedule. This paper investigates aspects of these ‘fast-track’ projects from the perspective of Hawkins Construction (HC) with a special emphasis on the continuous improvement processes transferred from the first project (PGF) at Kawerau to the second NAP project PGF). The author is a Project Director for Hawkins and has led the companys involvement in these geothermal projects. |