Driving operational performance in oil and gas

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m
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O p e rat i o n al e x ce l l e n ce re s u l t s i n b e t t e r o u t co m
e s
S t r a t e g i c d e c i s i o n - m
a k i n g
B e t t e r q u e s t i o n B e t t e r a n s w e r B e t t e r o u t c o m e
A NOC sought to improve the way
its top management was making key
s t rat e g i c d e ci s i o n s . A n o rg an i z at i o n
with multiple subsidiaries, the NOC
f ace d a chal l e n g e t o as s e s s t he
i m p act o f m aj o r s t rat e g i c d e ci s i o n s ,
M& A act i v i t y an d o t he r l arg e
investment projects it was making on
key financial metrics of its entities
an d at t he co n s o l i d at e d l e v e l . T he
NOC had to answer the question:
“ C an re - e v al u at i n g o u r d e ci s i o n -
making strategy help us develop
t he m o s t o p t i m al co m b i n at i o n o f
i n v e s t m e n t d e ci s i o n s ? ”
• ►Our team identified revenue and
co s t d ri v e rs re l e v an t t o e ach p art o f
t he b u s i n e s s .
• ►We created a flexible, transparent
and robust decision-making model
t hat e n ab l e s b e t t e r b u s i n e s s
p e rf o rm an ce , cal cu l at e s K P I s , an d
identifies and quantifies the key
risks for better risk management
an d m i t i g at i o n .
• ►We designed a documented
p ro ce s s , he l d t rai n i n g s f o r al l
stakeholders and ensured our
o d e l w o u l d b e s u b j e ct t o
continuous development to make
i t s u s t ai n ab l e i n a chan g e - d ri v e n
e n v i ro n m e n t .
Our strategic decision-making model
empowered the NOC to make better
i n f o rm e d s t rat e g i c d e ci s i o n s . T he t o p
decision-makers now work with more
t ran s p are n t i n f o rm at i o n , e n ab l i n g
t he m t o m o re cl e arl y an al y z e t he
i m p act o f t he i r s t rat e g i c d e ci s i o n s o n
both the consolidated group’s and
its individual subsidiaries’ financial
p e rf o rm an ce . O u r m o d e l has b o o s t e d
the NOC’s analytical capability
an d co n s i s t e n cy i n p e rf o rm an ce
m an ag e m e n t acro s s s u b s i d i ari e s .
T a c t i c a l d e c i s i o n - m
a k i n g
B e t t e r q u e s t i o n B e t t e r a n s w e r B e t t e r o u t c o m e
A n o rg an i z at i o n w as s t ru g g l i n g t o
keep its assets intact while continuing
t o b e a l e ad i n g s e rv i ce p ro v i d e r an d
juggling significant internal spend.
T he o rg an i z at i o n had t o an s w e r
the question: “Will performance
improvement help identify significant
co s t s av i n g s ? ”
• W e an al y z e d an d e v al u at e d
the maintenance team’s work
p ro ce d u re s an d t he cri t i cal
p e rf o rm an ce e l e m e n t s t he y
s t ru g g l e d w i t h d ai l y .
• ►We redesigned the maintenance
team’s processes, streamlining their
work routines to more effectively
link to one another and scale up
t he i m p act o f s i n g l e m ai n t e n an ce
e f f o rt s .
• ►We introduced a leading-practice
s t af f p e rf o rm an ce as s e s s m e n t
to make successes measurable,
e n s u re co n t i n u o u s i m p ro v e m e n t
an d s p re ad t o p p e rf o rm an ce i n t he
l o n g ru n .
Our client’s annual costs for internal
ai n t e n an ce s e rv i ce s d e cre as e d
b y ro u g hl y 15% o f t o t al i n t e rn al
ai n t e n an ce co s t s . I n ad d i t i o n t o
the financial impact opportunities,
our client benefited from higher
p e rf o rm an ce o f i t s m ai n t e n an ce
t e am s , w hi ch are n o w b e t t e r
o rg an i z e d an d m o re m o t i v at e d .
Driving operational performance in oil and gas |
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