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Driving operational performance in oil and gas

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We identified three ma<strong>in</strong> reasons why companies first <strong>in</strong>troduced an <strong>operational</strong> excellence program:<br />

To improve HSE <strong>performance</strong>,<br />

typically follow<strong>in</strong>g an HSE<br />

<strong>in</strong>cident. Companies that had<br />

not experienced an HSE <strong>in</strong>cident<br />

<strong>in</strong>trodu ced an <strong>operational</strong><br />

excellence program <strong>in</strong> response<br />

to high-profile HSE <strong>in</strong>cidents <strong>in</strong><br />

the <strong>in</strong>dustry.<br />

To improve f<strong>in</strong>ancial <strong>and</strong><br />

operat<strong>in</strong>g <strong>performance</strong>, with<br />

a focu s on redu c<strong>in</strong>g costs <strong>and</strong><br />

clos<strong>in</strong>g the <strong>performance</strong> gap<br />

relative to peers.<br />

As part of a wider corporate<br />

transformation program or a<br />

shift <strong>in</strong> strategic direction.<br />

Six most common <strong>operational</strong> excellence focus areas<br />

8 0 % 8 0 %<br />

7 3 % 6 0 % 2 0 % 1 3 %<br />

E x p an s i v e<br />

as s e t re l i ab i l i t y<br />

E x p an s i v e<br />

p ro d u ct i o n<br />

efficiency<br />

Man ag e m e n t<br />

of HSE risk<br />

O p e rat i n g co s t<br />

re d u ct i o n<br />

F o cu s o n<br />

cu l t u re<br />

E m p l o y e e<br />

re t e n t i o n<br />

F ou r ma<strong>in</strong> ou tcomes of companies u s<strong>in</strong>g O E programs<br />

$<br />

Improved HSE metrics<br />

4 3 %<br />

C o m p an i e s re p o rt e d d e cl i n e s<br />

i n b o t h t he t o t al re co rd ab l e<br />

i n j u ry / i n ci d e n t rat e an d d ay s -<br />

away-from-work <strong>in</strong>cidents for<br />

e m p l o y e e s an d co n t ract o rs . T w o<br />

co m p an i e s achi e v e d t he i r b e s t -<br />

e v e r re s u l t s o n s p i l l an d p e rs o n al<br />

s af e t y m e as u re s .<br />

C ost sav<strong>in</strong>gs<br />

4 3 %<br />

C o s t s av i n g s i n cl u d e d achi e v i n g<br />

re d u ct i o n s i n t o t al o p e rat i n g<br />

co s t s as w e l l as i n are as s u ch as<br />

w e l l d ri l l i n g co s t s . T he m aj o ri t y<br />

re p o rt e d t hat t he y d e l i v e re d o n<br />

co s t re d u ct i o n t arg e t s ahe ad o f<br />

s che d u l e .<br />

I mproved asset u ptime/<br />

availability<br />

2 9 %<br />

O i l an d g as co m p an i e s w i t h O E<br />

p ro g ram s re p o rt e d i m p ro v e d<br />

as s e t u p t i m e o r av ai l ab i l i t y .<br />

T w o co m p an i e s had t arg e t e d<br />

top-quartile <strong>performance</strong> <strong>in</strong><br />

as s e t av ai l ab i l i t y .<br />

I ncreased <strong>oil</strong>/ <strong>gas</strong><br />

produ ction<br />

2 9 %<br />

T he i n cre as e d as s e t u p t i m e m ay<br />

be l<strong>in</strong>ked to the <strong>in</strong>creased <strong>oil</strong> <strong>and</strong><br />

g as p ro d u ct i o n achi e v e d i n 29 %<br />

o f O E p ro g ram s .<br />

<strong>Driv<strong>in</strong>g</strong> <strong>operational</strong> <strong>performance</strong> <strong>in</strong> <strong>oil</strong> <strong>and</strong> <strong>gas</strong> |<br />

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