Deepwater Horizon Oil Spill

Deepwater Horizon is a 2016 movie about American disaster based on the oil spill and explosion in the Gulf of Mexico. An oil drilling rig which was operated on behalf of BP's corporation by Transocean, a private contractor, is set to begin drilling off the Southern coast of Louisiana. In the beginning, the operation process goes easily, but then finally the cement job completely fails which triggering a massive blowout that overpowers and kills people. There is a chain of malfunction equipment coupled with a failed attempt to seal the well and oil ignition which kills more people. When the rig exploded, eleven workers were killed which led to the pressure on the evacuation of the rig. The urgency measures which were taken before the evacuation

"Why there was an explosion on Deepwater Horizon oil rig" is the first Why in this case. "Integrity failure" was the issue started with the disaster. This adhered to a loss of control of the stress of the fluid in the well. The gadget "blowout preventer", which ought to automatically seal the well in the situation of a loss of control, neglected to engage. Hydrocarbons inflamed in the well at an intractable rate leading to a progression of explosions on the rig. The second Why is "why stemming the oil flow took so long". They tried to put their efforts using a remotely operated vehicle to close the blowout preventer gadget. Successive efforts included diminishing a "top hat" over to occupy oil spewing from the riser. After that, engineers attempted to inject the mud into the blowout preventer. However, all of these efforts broke down. Finally, engineers were successfully putting a sealing cap on top of the blowout preventer. This equipped a temporary fix until engineers could pump the mud and cement into the well to reduce pressure at the head of the well and permanently seal off the flow paths. The third Why is "why

The individuals involved were a BP former senior drilling engineer Kurt Mix, two senior officers on the Deepwater Horizon oil rig Robert Kaluza and Donald Vidrine, and the former vice president for exploration in the Gulf of Mexico David Rainey. The organizational and supply chain/subcontractor dynamics that came into play in decision making were that BP's corporation shaped its organizational culture and attitude towards risk throughout a history of strategic choices and operational failures. BP's corporation had power over Transocean and Halliburton which influenced the decisions making by demonstrating that BP's staffs consistently ignored the best practices in their decision-making process such as several available technical alternatives in the oil industry. Task familiarity and past successes developed their illusion of control being overconfidence in technically complex situations. When making the decisions in each organization, BP's decision-making process was influenced by the cost and duration of each alternative, rather than by the level of protection it offered against the risk of a catastrophic failure. The validity of Halliburton's OptiCem model was considered because of the failure of its output to support the adoption a cheaper and more expeditious well design. Transocean management's overconfidence had led the firm to operate its rigs with a significant number