The Challenge
Following a work management assessment across a diverse portfolio of 12 offshore producing and late life assets for a Global Oil and Gas Company, it was identified that significant improvements were
required. This was within a context where there was significant backlog across the portfolio and a scenario where there was always going to be more work to execute than workforce size or asset economics could scale for. To improve overall risk management and work execution against company priorities, the improvements required were:
- Manage risk and prioritise work effectively
- Prepare, schedule and execute work committed toin the plan
- Remove low priority work to focus on higher priority and benefit work
- Backlog assessment and cleansing
- Improved set of KPIs to focus on those thatmatter for effective work execution
- High turnover in workforce required significant upskilling in understanding and application of work execution principles and delivery
Approach
Rather than apply our own Work Management Methodology, SRCN adapted the Company’s existing methodology and developed and delivered a full programme of process revision, system change, data cleansing and workforce change management and training. Working closely with the Company to secure agreement on all aspects of the programme delivery, the SRCN approach covered the following:
- A series of collaborative process design workshops focussed on delivering business outcomes from changes to the Companies Work Execution process
- Identified and defined relevant KPIs to support efficient and transparent management of Work Execution
- Identified and defined changes required in CMMS and reporting tools to align
- Cleansed of all live corrective maintenance to assess risk and align with revised work prioritisation
- Development of a bespoke role-based training programme on and offshore for all relevant personnel including executive management, site management, site delivery personnel and functions such as
projects, wells and services
SRCN's approach was also developed to provide a foundation for improvements made to be sustainable, with specific focus on long term support requirements in the organisation.
The Outcome
Following a 9-month improvement programme we delivered the following outcomes:
- Consolidated multiple process documents into one easy to understand Work Execution Procedure, with step-outs for asset differences due to workforce size, stage in asset lifecycle etc.
- Revised work prioritisation approach to assess risk more effectively and remove low value work from workflow leading to a reduction in corrective work orders for execution by approximately 25%
- New Work Execution Dashboard with simple one page view across process to enable senior and site management to rapidly see risk and bottlenecks in the process, used by all management down to drive on site improvements
- CMMS and dashboard changes to align to revised processes
- Delivered role-based training to over 700 asset personnel offshore and onshore across all functions who both support and execute work on the assets
- Significant and consistent increase in schedule compliance
- Removed 63,000 hours from backlog and reprioritised all live work so there
were no unassessed risks - All delivered on time and on budget during a wider organisational change affecting the overall work delivery organisation