How I Berthed in the Dry Dock Project

  When I told Sofea about sharing an aerial picture of the Dry Dock Project I did not expect it to land as an article. The picture brought back memories which I felt should be shared.

                            Aerial pictures such as the above were taken to record progress of the project.

I joined Sembawang Shipyard's Industrial Engineering Department as a Clerk (now referred to as clerical officer, office asst., admin asst. admin officer) in 1971 when feasibility studies were underway to understand the commercial viability of constructing the proposed 400,00dwt (deadweight ton) dry dock. The exercise was carried out in conjunction with the Economic Intelligence Unit presumably to realize the project's socio-economic benefits to the nation.

Industry Leader

Mr John Heathcote Director of the Shipyard’s Industrial Engineering Division (IED) played a key role in steering the Dry Dock Project.  A charismatic industry leader who also established the Engineering Division’s manufacturing capability, fabricating steel structures like living quarters, offshore platforms, jackets, barges, SBMs (Single Buoy Moorings) heat exchangers, pressure vessels to service the booming offshore oil industry.

When major projects were completed, John Heathcote would be on site, sleeves rolled up directing the roll out of huge structures destined for Brunei Shell Petroleum, the Middle East and Maui Gas field in New Zealand if I remember.

One of my first tasks in IED was to collate data of existing ships above 100,000dwt? viz the vessel’s dimensions, tonnage, year built; ship owner, shipping routes and more.

Target Markets

 I had no knowledge of Market Research nor could seek Goggle’s help.  On hindsight I found that knowing shipping routes indicated if vessels were likely to dock in Singapore for repairs or annual inspections; and knowing their tonnage and size provided a sense of whether the proposed dry dock had the capacity to accommodate the vessel.  The information also provided the size of the market in terms of numbers and recording details of every ship ‘on order’ enable us to gauge future business trends.   

The data was then fed into computers by the Electronic Data Processing Department (EDP) headed by my footballing buddy Quah Kim Siak. I had no idea about computer processing. All I remember was seeing huge man-size machines with lots of cables in a freezing computer room. Sometimes I would see Chan Peew making his rounds along the corridor. He was a natural PR man.

During that time, we worked as if everything depended on work. We worked overtime, Saturdays, Sundays and Public Holidays. In-putting data was tedious. Obviously not a labour of love! And certainly, no love life!  We never heard of work life balance nor participated in company-wide activities like awayday, company day, family day.  Fortunately, the workforce was youthful and several colleagues organised small social gatherings like bowling sessions in the city; playing indoor and outdoor games; picnics in Kampong Wak Hassan; visiting tourist attractions like Haw Par Villa; and watching hit movies regardless of the language like Akir Sebuah Impian in Canberra Cinema? Several colleagues also hosted 21st birthday parties in their homes. These informal social activities were to have profound effects drawing colleagues together which helped build a closely knit workforce and harmonious workplace

When the go-ahead was given in 1973 to build the dock a few staff and I were transferred to newly-formed Sembawang Engineering Pte Ltd (SEPL) which oversaw construction of the mega dry dock. Mr John Heathcote was designated the General Manager.  Maunsell Consultants Australia, appointed Project Consulting Engineers and international tenders were sought to appoint the construction company for the dry dock. Meanwhile the Projects site office was being built near or where the former NB Pass office stood, I think.

 I remember the Tender submissions we received were like coffee table publications.  Colorful glossy publications printed on different grades of tracing and fancy paper which I had never seen. Later shortlisted companies were invited to make presentations. After much deliberations Australia-based civil engineering company Thiess-Petrosea was awarded the multi- million-dollar contract to undertake the project. 

The Project Team outside the  Site Office

Several SEPL staff consisting of draughtsman, engineers, site inspectors and I were posted to the site office to work under Maunsell. Gradually more staff were recruited as work progressed.

During that time, it was natural to acquire 'on the job, know-how, so I was fortunate to have been part of this Project Team.  Maunsell were good and willing teachers and I was introduced to many administrative systems that were an eye opener. Like opening a Filing System at the beginning of a project rather when need arises; followed by a unique numbering system; colour coding copies of correspondence; using a lighter paper stock for copies etc etc. Simple ideas that helped streamline admin work. The consultants took a helicopter view to map out the project at the outset. Whereas I was used to a system where we were ‘fire- fighting'. I learnt much from the first Resident Engineer Mr K.R. Burren a very tireless and forthright leader. 

So, I saw the project from concept, feasibility, planning, construction and commissioning and launch of the Premier Dock in 1975 by PM Lee Kuan Yew. 

I was an ordinary staff member witnessing how a project of such magnitude was taking shape. Sometimes when one is immersed in work, you don't immediately realize the nature of its impact. As for me I felt the scale of the project broadened my outlook and admin work taught me to be detailed.

Much of what I have said are recollections from my fading memory. 

Edited by Ambika Raghavan